Mitsubishi Logistics
Environmental and Social Report2018Editorial Policy
The Mitsubishi Logistics Group (the “Group”) has issued
this Environmental and Social Report each year since
fiscal 2007 to fulfill its accountability about the effects of
its business activities on society and the environment.
To disclose the goals, details and achievements of its
CSR activities from the perspectives of the Group’s CSR
management, this Report describes precisely and in aneasy-to-understand manner the promotion of CSR as wellas each of the seven core subjects described in the“Guidance on Social Responsibility” (JIS Z 26000, ISO
26000). This Guidance is a global standard for CSR
established by the Japanese Industrial Standards (JIS) andthe International Organization for Standardization (ISO).
Boundary of the Report and Reporting Period
Boundary of
the Report:

The Report covers Mitsubishi Logistics
Corporation (the “Company”) and Group
companies.

Reporting
Period:This Report covers our business activities for theperiod from April 1, 2017 to March 31, 2018. To
ensure comprehensive disclosure, however,certain relevant information regarding events that
occurred prior to and/or after this period havebeen included.

Publication Date

Editorial Policy and Contents

1

Top Message
Introduction of Businesses

2
4Promotion of CSR
Manifestation of The Three Principles of Mitsubishi’s Business 6
Management Philosophy and the Code of Conduct, etc.
Promotion of CSR for every employee; Emphasis on communication 9
Confirmation of major CSR activities
10

Organizational GovernanceCorporate Governance; Promoting the realization of 12
our corporate philosophy and strategies
Review of goals, standards, etc.; Entrenchment of the compliance of
13
standards, etc.; Confirmation of the implementation process of action plans

Respect for Human Rights
Improvement of awareness of human rights;
14
Respecting human rights through business activities

Appropriate Working Environment
Respect for labor-management relations; Employment and the importance 15of the employment relationship; Rewarding and friendly working conditions
Ensuring the security of workers
18
Human resources development and training
19

Environmental Conservation(Previous publication date: February 2018)
February 2019
(Next planned publication date: February 2020)
Reference Guidelines
JIS Z 26000: 2012 (Guidance on Social Responsibility) ISO
26000: 2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting
Guidelines (Fiscal Year 2012 Version)
Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines (GRI Standards)
Contacts for Inquiries Regarding the Environmental and Social Report
CSR · Compliance Team, General Affairs Division,
Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku,
Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Web

Contents

Reduction of CO2 emissions as a measure for
reducing climate change
Use of renewable resources
Contribution to the recovery of the eco-system

22
24
25

Fulfillment of Sincere and Fair Business Activities
Prohibition of unfair advantage in competition andpromotion of fair and open competition

26

Provision of Safe, High-Quality and Useful Services
Provision of socially and environmentally beneficial high-quality services 27
Promotion of disaster measures to maintain service functions 29

Coordination with Local Communities and International Society
Contribution to cultural activities; Contribution
through activities in local communities, etc.

32

Statement Supporting the UN Global Compact
Practice of the UN Global Compact’s 10 principles

36
37

Company Profile

You may view some of the relevant data and the reference table for Global Reporting Initiative (GRI):
Sustainability Reporting Guidelines (GRI Standards) on Mitsubishi Logistics’ Web site.
“Extended version”

http://www.mitsubishi-logistics.co.jp/english/csr/pdf/extended_version.pdf
HOME>CITIZENSHIP>Environmental and Social Report>Extended version“GRI Guidelines reference table”

http://www.mitsubishi-logistics.co.jp/english/csr/pdf/griguideline.pdf
HOME>CITIZENSHIP>Environmental and Social Report>GRI Guidelines reference table

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Environmental and Social Report 20181

Top Message

Mitsubishi Logistics Group focuses onfriendly activities and engages inbusiness activities, contributing toaffluent and sustainable society.

Masao
Fujikura
President

Introduction
Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure appropriate profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realizationof an affluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation tocarry out our logistics business both in Japan andaround the world, organically and comprehensively
managing each business area through our
information network, starting with our corewarehousing business, and including overlandtransportation, port and harbor operations, andinternational transportation. Our real estate businessfocuses on leased buildings constructed on
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Mitsubishi Logistics

Environmental and Social Report 2018

company-owned property. Of especial note, theinvolvement of our logistics operations in every
industry countrywide provides a key function in theeconomic foundation as a highly public social
infrastructure not only in peacetime but also in caseof natural disasters or other emergencies. We
continue to make the utmost effort to support thedaily lives of people everywhere and the businessactivities of our customers at every level of productprocurement, production and sales.

Final Year of the Management Plan (2016–2018)
The current fiscal year is the final year of theManagement Plan (2016-2018), which started in April
2016. Overseas, the U.S. economy continued tosteadily recover and a moderate recovery was seenin Europe. The economy in China also continued apick-up trend. The Japanese economy recoveredglobal environmentsincere and fairthe realization of an
gradually as employment conditions, personal
consumption as well as exports steadily improved,
and investment in plant and equipment increased
moderately.
In these circumstances, this plan is designed tomove forward with measures already under way,without changing the fundamental concept of
pursuing the growth potential in overseas businesses
while ensuring profitability in the domestic
businesses.
The management plan has defined the ideal
image of the Mitsubishi Logistics Group that weought to pursue as follows.

“To be a problem-solving partner ofcustomers backed up by trust andbrand power.”

Initiatives for CSR management
With the establishment of our Code of Conduct in
1997, we have clearly demonstrated our stance andapproach toward further enhancing our level ofadherence to relevant laws and regulations,disclosing appropriate corporate information,
addressing and resolving global environmental
issues, and providing safe, high-quality and socially
useful services. In addition, the Company approved
and declared in May 2014 its
support for the UN Global
Compact, which is a set ofuniversally accepted CSRrelated principles. The Company
considers complying withinternationally accepted norms

in the areas of human rights, labor, the environment
and anti-corruption as fulfilling its social responsibility
in its business activities and leading to an affluent
and sustainable society. To firmly instill this stancethroughout the entire Group, we have clarified that
we promote CSR activities as a specific strategy inthe management plan, and have incorporated suchinitiatives in specific measures.
Our logistics and real estate business activities are
deeply connected to society. To earn recognition for
the value of our existence as a member of society
and continue to grow in the future, the Group needs
to steadily implement the goals set forth in the plan. In
particular, taking into account the increased demand
for reducing natural disaster risk stemming from theglobal increase in natural disasters, we are promoting
the construction of Disaster-Resistant and EcoFriendly Warehouses equipped with reinforced
disaster-prevention functions and enhanced global
environmental measures, as well as Disaster-Resistantand Eco-Friendly Office Buildings that have similarfunctions. As part of this initiative, in September 2014,
the Nihonbashi Dia Building (of which the lower floors
are used as the Company’s Head Office and trunk
rooms) was completed. We also intend to continue
initiatives for global environmental measures from theperspective of biodiversity.

Conclusion
As the Mitsubishi Logistics Group continues, now
and in the future, to place top priority on sincerity andfairness, supporting customers’ value creation basedon principles that give weight to the global
environment while fulfilling our responsibilities tosociety with stable growth, we ask for your continued
understanding and support.

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Introduction of Businesses
Residences
Residences
Office buildings
Office buildings

The Mitsubishi Logistics Group provides high-quality services tosupport people’s affluent lives and corporate activities throughthe Logistics segment businesses centering on the warehousing
and distribution business and the Real Estate segment
businesses centering on the leasing of buildings.

Air transportation
Air transportation

Retail facilities
Retail facilities

RealReal
estateestatedevelopment
development
and andleasingleasing
Warehouses
Warehouses
and and
distribution
distribution
centers
centers

Domestic

Domestic

HarborHarbortransportationtransportation

Ocean
Ocean
transportationtransportation
TrunkTrunkroomroom
serviceservice
OverlandOverlandtransportationtransportation
Trucking
Trucking
and railway
and railway
transportationtransportation
Logistics
Logistics
information
information
system system

Logistics
Logistics
services
services
Warehousing and Distribution BusinessWe are able to meet a broad range of customized logistics needs through thefull integration of warehouses and distribution centers, which are located atmajor ports and key inland transportation areas nationwide; our transportationand delivery networks; and the logistics information systems that organically link
them. In this business, fixed temperature storage and refrigerated warehouses
for pharmaceuticals and fresh and processed foods are sufficiently offered inaddition to ordinary warehouses for room temperature storage to ensure theprovision of safe and efficient storage/distribution processing/delivery services
using our original information technology and the latest facilities. Meanwhile, we
strive to reduce the environmental impact bypromoting green management. Furthermore,
we are active in the construction of advanced
facilities that aim to coordinate with local
communities under the concept of DisasterResistant and Eco-Friendly Warehouseequipped with a solar power generation systemand emergency power generators. One suchmodel warehouse is Misato Warehouse No. 2,
which was completed in March 2013, andanother is the Seishin Distribution Center, which
was completed in March 2018.

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Overland Transportation Business
In Japan, we extend and reinforce the optimal distribution system for each customer
through a tactical combination of our national, trunk-line transit network, which is
supported by Ryoso Transportation within the Group and excellent local counterparts,
and independent collection and delivery services linking local areas. We have
expanded our transportation service for small-quantity, joint delivery needs especiallyfor foods and pharmaceuticals. In addition, we offer cargo feature-specific, diversified
transportation/delivery services including ocean freight container transportation forimport and export cargo and the transportation of heavy goods such as plant facilities.
Moreover, we endeavor to realize eco-friendly, safe and secure transportation services
by drawing on our information technology and promoting green management.
Furthermore, with the start of the “DP-Cool” Service, a high-quality pharmaceuticals
delivery service with temperature control provided by Dia Pharmaceutical Network
Co., Ltd., our subsidiary that specializes in the delivery of pharmaceuticals, we strive
to realize the further sophistication of transportation quality.

Real Estate BusinessWe are involved in the real estate business in all six major cities of Japan—Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Fukuoka. In addition to activities such as
the redevelopment of properties based on the optimum application of each
property’s features and the leasing of approximately 50 real estate facilities (offices,
retail facilities and residences), totaling almost 900,000 m2 of total floor space, we
are involved in the sales of condominiums. We are also active in developing
Disaster-Resistant and Eco-Friendly Office Buildings, which will help our customers
enhance their business continuity and reduce their environmental burden.

Air transportation
Air transportation
Import/Export
Import/Export

Customs
Customs
clearance
clearance

Ocean
Ocean
transportationtransportation

HarborHarbortransportationtransportation

Shipping-related
Shipping-related
operations
operations

Overseas

Overseas

Shipping
Shipping
AgentAgentand andOverlandOverlandtransportationtransportation
Trucking
Trucking
andandrailway railway
transportationtransportation

Harbor Transportation Business

International Transportation BusinessWe provide secure high-quality logistics services including
container terminal operations for integrated containerizedshipments at all major Japanese ports, namely Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Hakata, to meet every
kind of customer need. We also offer a wide range of othermarine shipping related services such as importing/exportingof vessels, ship registration, and agency operations for
special ships such as oil-drilling rigs.

In response to increasingly diversifying customers’ logistics
needs, we propose optimum transportation routes door-todoor worldwide tailored to every customer’s request by taking
advantage of our global network and a variety of transportationmeans such as vessels, aircraft, railway and trucks. Meanwhile,
our overseas operating bases provide comprehensive logistics
services such as cargo transportation, customs clearance andstorage of goods, as well as logistics related support services
such as consulting on legal
systems and procedures in
the respective areas forcustomers who plan tolaunch into foreign markets.
Furthermore, we intend tonot be limited to transport
operations but to further
promote worldwide ourlogistics know-how, which
the Company has
accumulated over its historyof more than 130 years.

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Environmental and Social Report 20185

Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on social responsibility,” complies
with the “seven principles of social responsibility”* in the practice of its social responsibility
and strengthens various activities categorized under the seven core subjects of social
responsibility. Each core subject is of equal priority, and is equally important.
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components
such as philosophy, principles, policies, systems, dialogue and confirmation) to ensure thata socially responsible corporate culture exists within the Group and is conducted throughthe practice of CSR-based activities, aiming to increase its corporate value.
* See the chart on the right.

Manifestation of The Three Principles of Mitsubishi’s Business
Management Philosophy and the Code of Conduct, etc.
Mission, Vision, Sense of Values, Principles and the Code of Conduct
The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)
The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization, Koyata
Iwasaki. The spirit and values of this Sankoryo remain alive and current today as a basic philosophy of an internally andexternally open group being shared by the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Strive to enrich society, bothmaterially and spiritually,
while contributing toward
the preservation of the
global environment.

Maintain principles oftransparency andopenness, conducting
business with integrity andfairness.

Expand business, based on
an all-encompassing global
perspective.

Corporate Responsibility to Society

Integrity and Fairness

Global Understanding through Business

Code of Conduct
We have established the following Code of Conduct to realize our corporate philosophy (see page 2: Top Message)
based on the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure appropriate profits and promote steady growth,
appropriately compensating our employees and stockholders while contributing to therealization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without
deviating from social norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public order andsafety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities for environmental
preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social contribution
projects as a “good corporate citizen” while taking into account coordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

6

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Seven Principles of Social Responsibility
An organization
should respect humanrights and recognize
both their importanceand their universality.
An organization
should respect
international normsof behavior, while
adhering to theprinciple of respect
for the rule of law.

Seven Core Subjects of Social Responsibility and
Their Expressions in the GroupAn organization should betransparent in its decisions

Coordination with
Local Communities andInternational Society

Respect forTransparency and activities that have
impact on society and thehuman rights
environment.

Accountability

Respect for An organization
should beinternational
accountable for its
norms of impacts
on society
behavior
and theEthicalbehavior

An organization
should behave
ethically at all
times.

Observance of
these principles

Provision of Safe,
High-Quality and
Useful Services

ConsumerIssuesenvironment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Respect for
stakeholderinterests

An organization should
respect, consider andrespond to the interests of
its stakeholders.

(Source: Edited by the Company based on the “Guidance on Social Responsibility (JIS Z 26000)”)

Holistic
approachCommunity
Involvement
Human
and
RightsDevelopment
Organizational
Governance
Organization

Respect for
Human Rights

Labor
Practices

Appropriate
Working
Environment

Fair Operating
The
Practices
Environment
Fulfillment of Sincere andFair Business Activities

Interdependence

Environmental
Conservation(Source: Prepared with partial modification by the Company basedon the “Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy
The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our “Code of Conduct.”

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about the environment andpositively commit ourselves to environmental preservation activities with the recognition that involvement in environmental issues
is indispensable to our corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential to our businessactivities, implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly goods and promoting the
reduction of waste volume and recycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly. (Established on December 29, 2006)

Environmental Voluntary Plan
We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan as “concrete
guidelines” regarding the Environmental Policy to review and implement specific measures in view of “measures tocope with future tightening of regulations” and “maintaining and ensuring the competitive edge of our businesses.”
The specific measures of the guidelines include efforts related to facilities and equipment such as implementationof solar and wind power generators and greening of rooftops and walls, and efforts related to handling equipment
and vehicle including enforcement of idling-stop practice and eco-driving, as well as selection of environmentconscious suppliers. Based on these measures, the Group promotes Group-wide environmental measures including
appropriate responses to laws and regulations.
Our Declaration of Quality
Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows by gaining the trust of
stakeholders including customers in accordance with the “Code of Conduct.”

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent andsustainable society. Providing services that are safe, high quality and of benefit to society is one of the most importantpillars supporting our corporate activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide quality services thatwill win the trust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing improvement efforts
daily in the areas of safety and quality, our Group-wide quest is to achieve constant quality improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of the Company can(Established on September 1, 2008)
be motivated by sincerity and pride to strive for quality improvement.

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Environmental and Social Report 20187

Promotion of CSR

Management plan (2016–2018) (Basic Policy)
The current fiscal year is the final year of the three-year Management Plan. Mitsubishi Logistics Group has formulated
the following four items of Basic Policy to reinforce foundations for its growth potential and profitability. The Groupintends to increase its corporate value and achieve future growth by executing each of these diverse measures inaccordance with the Basic Policy.

Basic Policy
1. Improve and expand our logistics business to adapt to the change of the global supply
chains of customers in Japan and around the globe
2. Reinforce and expand the revenue framework of the real estate business
3. Enhance the service quality of Group services and the promotion of CSR
4. Select and concenter of management resources
The outline of the management plan is as follows:
1. Ideal image

The management plan has defined the ideal image of the Group to be pursued as a corporate group in compliance withthe four-item Basic Policy. ( see page 3: Top Message).

2. Plan period
FY2016–FY2018 (covering three years)
3. Performance targets
Figures of consolidated business results
Operating Operating Ordinary
revenueincomeincomeActual resultsfor FY2016
Actual resultsfor FY2017
Targets for
FY2018

Consolidated operating revenue

Consolidated operating income(Unit: ¥billion)(Unit: ¥billion)
300(Unit: ¥billion)
20.0

Net
income*

250

208.7

12.7

16.0

10.6

215.4

12.4

16.1

10.5

240.0

15.5

17.5

11.6

208.7

215.4

240.0

17.5
15.0

200

12.5

150

15.5
12.7

12.4

FY2016FY2017

10.0
7.5

100

5.0
50
0

2.5
FY2016FY2017FY20180

FY2018*Referring to “Profit attributable to owners of parent”

4. Investment plan
During the plan period, the Group plans to make investments totaling ¥60.0 billion (¥30.0 billion in logistics
and ¥30.0 billion in real estate).

In-house Decision Making

Responses to Stakeholders’
Expectations

Corporate governance system

Stakeholders recognized by the Mitsubishi Logistics Group(Chart of corporate governance system)

General Shareholders Meeting
Board ofDirectors

Corporate Board of Corporate
Auditors
Auditors

Independent
AuditorCorporate Auditors’
Chamber
Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting8

Mitsubishi Logistics

Chairman of the Board
President
Managing Directors
Respective Divisions, andChambers of the Head OfficeInternal Control
Committee

6 branches

CSR and Compliance
Committee

Internal Audit
Department

56 subsidiaries (including
20 overseas subsidiaries)
15 affiliates

Environmental and Social Report 2018

Risk Management
Committee(Chart of stakeholders)
Enhance our commitment
to customer satisfaction,
earning our customers'
trust through high-quality
logistics and real estate Customers
services.
Aim to manage internal
information strictly anddisclose information at
the appropriate timeand in the appropriatemanner, in accordancewith the law.

Employees

Provide ideal working
environments while
ensuring the safety andprofessional growth ofthe employee.
Perform fair

Shareholders& investors

Develop common
interests with local
communities as a good
corporate citizen.

Mitsubishi Public business activities
by complying with
Logistics administration laws, rules andsocial norms.
Group

Local
communities

Suppliers

Sincere and fair businessactivities based on
mutual trust.

Web

Promotion of CSR for every employee
CSR & Compliance Handbook
The Group prepared the Mitsubishi Logistics GroupCSR & Compliance Handbook (63 pages in A5 format)
to nurture the awareness of each
employee on CSR and compliance.
The handbook was distributed to all
executives and employees within theGroup in January 2012 for their dailyreference.
We position the handbook as astarting point to help them address
small questions and significant issues
CSR & Compliancein their routine business operations.
Handbook

CSR and Compliance Awareness Survey
The Company and domestic Group companies provide
Web-based surveys on awareness based on the
Mitsubishi Logistics Group CSR & ComplianceHandbook and the Environmental and Social Report todisseminate the understanding of CSR and compliance.
The surveys aim to increase employees’ awareness byproviding occasions in which every employee thinks offamiliar issues and finds the answers.

Training on CSR and Compliance
As measures to address the status of compliance with the Codeof Conduct and any issues noted in the internal audit results, we
endeavor to establish good working environments bydisseminating and entrenching our corporate philosophy andthe Code of Conduct and promoting CSR.
As for compliance, we hold training sessions concerningcompliance with the Act against Delay in Payment of
Subcontract Proceeds, etc. to Subcontractors with an emphasison training and confirmation regarding the methods for
managing and handling relevant documents, and the obligations
and prohibitions of the main subcontracting enterprise.
Web

Actual performance data on the CSR and compliance awarenesssurvey and the training on CSR and compliance can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Emphasis on communication
Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency
in organizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner.

You may view the news releases on the actual performancedata on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Information disclosure
Our IR information site is open on the Company’s Web
site. We strive to transmit information by providing“Management planning and policy,” “Stockinformation,” “IR calendar,” “Financial data” and “IRinformation” (Flash report, Annual report and Results
briefing).
For the convenience of foreign shareholders andinvestors, English-version sites are also available todisclose significant information thereto.

Dialogue between shareholders/investors, analysts and top management
Easy-to-understand shareholders’ meetings
When we hold a shareholders’ meeting, we strive toprovide easy-to-understand information for theconvenience of attending shareholders by using video
business reports with narration.
Results briefing
Company holds results
briefings twice a year (Mayand November) forinvestors and analysts. In
addition to the explanationof the settled accounting
Results briefing for analysts
results, the top
management of the Company explains management
policies and the progress of management plans, conducts
Q&A and transmits a variety of management information.
We are active in encouraging dialogue with market players
not only through transmission of the information desired byinvestors and analysts but also by integrating the feedbackof useful views therefrom in our actual business judgment.
Web

You may view the materials for the results briefing on
Mitsubishi Logistics’ Web site in the IR Information page.
HOME>INVESTOR RELATIONS>IR Information>Presentation

Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions that are
in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (Contact:
CSR·Compliance Team, General Affairs Division) as an internal
whistleblowing and consultation mechanism to reinforce
compliance management.
To raise the degree of recognition and encourage use of
the system, at the time of the “Check of the Compliance of theCode of Conduct” in December 2017 we checked whether all
executives and regular employees of the Group were familiar
with our internal reporting system and whether they intended
to use the system. Consequently, it was confirmed that almost
all the respondents expressed an affirmative opinion,suggesting widespread recognition of the system.
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Promotion of CSR

Confirmation of major CSR activities
The Group is committed to CSR activities so that socially responsible behavior will be disseminated among
employees as a voluntary corporate culture.
Checklist for the confirmation of major CSR activities

Core subjects

Objectives/Goals

Organizational
Governance

Promoting the realization of our corporate
philosophy and strategies
Review of goals, standards, etc.

Reinforce CSR and compliance

Respect for Human
Rights

Improvement of the awareness of human rights

Respect human rights

Rewarding and friendly working conditions

Demonstrate every employee’s personality andcompetence, undertake necessary security procedures,and support the coexistence of employees’ working lifeand home life

Ensuring the security of workers

Ensure the security of workers

Human resources development and training

Develop competent human resources who meet the requirementsof global human resources and who can manage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Preserve resources by reducing the environmental
impactContribution to the recovery of the eco-system

Implement global environmental measures frombiodiversity perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

Contribution to the community’s cultural activities

Contribute to cultures in local communities, etc.

Contribution through donations, etc.

Support to victims of disasters

Appropriate
Working
Environment

Environmental
Conservation

Fulfillment ofSincere and Fair
Business Activities

Provision of Safe,
High-Quality and
Useful Services

Coordination with
Local Communities
and International
Society

10

Tasks

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Environmental and Social Report 2018

We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmationof “Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects inaccordance with the “Guidance on Social Responsibility” guidelines.

Activity process (Plan)

Achievements/Results

Division/Chamber/
Branch and/or Group
companies in charge

Disseminate the corporate philosophy and the management plan.
Deliberate how to promote CSR at the CSR and Compliance Committee.
Strive to improve the understanding of the Code of Conduct and the awarenessof compliance.

Briefing meetings on our Management Plan held at each branch by Managing
Director in charge of personnel and planning.
Worksite meeting held every month (dissemination of our corporate philosophy and our Management Plan).
Mar. 2018: Held the CSR and Compliance Committee meeting (for CSR promotion).
FY2017: Check for compliance with the Code of Conduct; Number of participants: 4,244.
FY2017: Compliance Awareness Survey; Number of participants: 3,494 (Web-based check).

General Affairs Division
Personnel Division
Planning & Business
Coordination Division
Other Divisions, Chambers
and Branches

FY2017 Human Rights Enlightenment Training held with 53 participants.

Personnel Division

Self-declaration once a year and interviews for appraisal conducted three times ayear.
Conducted “Health Promotion” seminars and annual health checkups.
FY2017 beneficiaries of the child-care leave system: 7 persons; beneficiaries of
the care leave system: 38 persons.

Personnel Division

Monthly convening of Industrial Safety and Health Committee.
Number of serious industrial accidents in the Port and Harbor Operation Business:zero.

Personnel Division
Harbor Transportation
Business Division
BranchesEndeavor to develop human resources that can contribute not only tocorporate growth but also to social development.

FY2017 logistic training with 246 participants.
FY2017: Training at the 6th year (regional employees) with 10 participants (Newly
established)

Personnel Division

Promote the construction of Disaster-Resistant and Eco-Friendly Warehouses andDisaster-Resistant and Eco-Friendly Office Buildings, which focus on ensuring business
continuity in case of a disaster and considerations for the global environment.
Enhance the shift of existing lighting devices to LED lighting.

FY2017: The existing lighting devices (around 1,640 units in total) at ourwarehouses were changed to LED lighting.

Technical Division
Branches

We promote the implementation of large-scale solar power generation
facilities in existing facilities in line with the government’s policy of enhancing
the use of renewable energy.
Expand the use of environmental-friendly vehicles for company vehicles.
Promote the reduction of waste.

Started operation of solar power generation facilities at the MM2100 Distribution
Center in Indonesia in August 2017 with an output of 100 kW, and at the Seishin
Distribution Center in Kobe in March 2018 with an output of 300 kW.
Since Mar. 2016: The Eitai Dia Building has been certified as a “Near-Top-Level
Facility” under the Tokyo Metropolitan Environmental Security Ordinance.

Conduct reforestation through volunteer activities and donations as a partnerof reforestation of Kanagawa Prefecture.

Oct. 2017: Reforestation activities held with 26 participants

Hold training sessions for the compliance of the Act against Delay in Payment
of Subcontract Proceeds, etc., and the prevention of insider trading.
Distribute information security questionnaires to disseminate the awarenessof security.

FY2017: Lecture for compliance with the Act against Delay in Payment of
Subcontract Proceeds, etc.; Number of participants: 1,890 (Web-based check).
FY2017: Newcomers’ training on Prevention of Insider Trading; Number of participants: 50.
Number of respondents to the FY2017 Information Securities Questionnaire: 3,271.

Take specific initiatives for quality improvement at each of the operating sites,
subsidiaries and affiliates.
Reestablish our information systems for warehousing and distribution center
operations to improve the quality of logistics.

Held regular quality improvement conferences.
Quality education at monthly safety conferences and information exchanges atregular conferences with customers conducted.
Commendation system for improvement activities was carried out.
Since Mar. 2014, a new warehousing and distribution center operations system (G-MIWS) has been
implemented on Branches, and the implementations were completed during the first half of FY2017.

Deepen people’s understanding of the logistics of relief supplies in case of large-scale disasters.
Pursue additional designations of our facilities as support/relief goods logistics base facilities, which
is a concept primarily advocated by the Ministry of Land, Infrastructure, Transport and Tourism.
Thoroughly implement disaster prevention measures at facilities.

Total number of designated support/relief goods logistics base facilities: 11.
Fire prevention patrols in facilities of the Company and the Group were conducted (annually).

Hold supporting events for reconstruction from the Great East Japan
Earthquake.
Hold activities that aim to coordinate with local communities and internationalsociety.

[Nihonbashi Dia Building]Nov. 2017: Awarded the 58th BCS Prize by the Japan Federation of Construction Contractors.
[Yokohama Bay Quarter]
Aug. 2017: Held the “Charity Ennichi (Street Fair).”
Aug. 2017: Held the “Radio Exercise.”
Held running club events (monthly)[Nagoya Branch]Installed flower beds in the greenbelt near Nagoya Station.
[Osaka Branch]
Mar. 2018: “DIACREST KYODAI-KUMANO,” a staff dormitory at Kyoto University, received commendation
by Kyoto City as a “Contributing Business Operator to the Upgrade of the Kyoto Region.”
Participated in blood donation activities together with customers.
[Kobe Harborland]Aug. 2017: Held “Harborland Day.”[Kobe Harborland umie]
Nov. 2017: Received commendation by Kobe City for life-saving using AED.

Technical Division
Real Estate Division
Yokohama Dia Building
Management Corporation
Nagoya Branch
Osaka Branch
Kobe BranchAug. 2017: Provided relief funds for local disaster victims of the Heavy Rain Eventin Northern Kyushu

General Affairs Division
Other Divisions, Chambers
and Branches
Group companies

Strive to disseminate the awareness of respect for human rights among all
employees by establishing a dedicated promotion system.
Conduct education on human rights.
Streamline the personnel system in the pursuit of creating worksites where
employees can demonstrate their personality and competence.
Execute industrial safety and health-related measures to maintain andenhance employees’ health.
Promote a work-life balance to support the sound development of the nextgeneration children.
Work on industrial safety and health-related activities among operating basesin an aim to prevent industrial accidents.
Promote the prevention of industrial accidents and conduct periodic disasterprevention drills and meetings in the Port and Harbor Operations Business.

Raise and provide relief funds for disasters that happen in Japan andoverseas.

Mitsubishi Logistics

P.T. Mitsubishi Logistics Indonesia
International Transportation
Business Division
Warehousing andDistribution Business Division
Real Estate Division
Technical Division
Branches
General Affairs DivisionTokyo Branch
Yokohama Branch
General Affairs
Division
Information
Systems Division
Planning & Business
Coordination Division
Personnel Division
Warehousing and Distribution
Business Division
Information Systems Division
General Affairs Division
Warehousing and Distribution
Business Division
Technical Division
Branches

Environmental and Social Report 201811

Organizational GovernanceTo ensure socially responsible positive decision making, it is necessary toestablish organizational processes to optimally utilize the Group’s
philosophy, strategies and standards.
As for organizational governance, the Group recognizes and strengthenssuch issues as “Promoting the realization of our corporate philosophy andstrategies,” “Entrenchment of the compliance of standards, etc.,”“Confirmation of the processes of implementation for action plans” and“Review of goals and standards, etc.”

Corporate Governance
Basic stance
Mitsubishi Logistics Corporation recognizes theenhancement of corporate governance as a significant
business issue that will enable us to carry out our social
mission and responsibilities as a publicly listedcompany and to aim for sustainable growth anddevelopment. Accordingly, we are endeavoring toboost corporate governance through multiple initiatives,
such as: enhancing the function of the board of
directors and board of auditors by appointing outside
directors and auditors; establishing an internal control
system through drafting the rules of conduct for our
executives and employees, setting up the Internal
Control Committee, the CSR and Compliance
Committee, and enhancing an internal audit system;
instituting a risk management system via the Risk
Management Committee; and, finally, by reinforcing
disclosure through the early publication of financial
statements. ( See page 8: the chart of corporate
governance system)

Promoting the realization of our corporate
philosophy and strategies

Basic Strategy and Detailed Strategy (Excerpt)
1. Foster a corporate culture that supports newchallenges.
2. Promote service quality improvement activities.
3. Reinforce risk management including natural
disaster countermeasures and security measures.
4. Pursuit of thorough compliance by reinforcing thein-house check system.
5. Implement CSR activities based on the UN Global
Compact’s 10 principles.
6. Continue to implement global environmentfriendly business activities.
7. Continue to develop technologies and facilities
based on the concept of “Disaster-Resistant and
Eco-Friendly Warehouses” and “DisasterResistant and Eco-Friendly Office Buildings.”

In executing the Basic Strategy and the Detailed
Strategy above, the Group complies with the sevenprinciples of social responsibility under the Guidanceon Social Responsibility. The Group companies havestipulated the Code of Conduct in line with the sevenprinciples, and their employees strive to self-check andconfirm their behavior by using the CSR & ComplianceHandbook.

Disseminating the corporate philosophy
and the management plan (Basic Strategy)
The Group has expressed the goal of “contributing to
the realization of an affluent and sustainable society” in
its corporate philosophy (see page 2: Top Message) tomake its intent of strengthening social responsibility
known to every party concerned within the Group.
To facilitate this goal, the Company formulated in its
management plan the following Basic Strategy andDetailed Strategy (excerpt) and endeavors todisseminate it at worksite meetings and otheroccasions.

12

Mitsubishi Logistics

Environmental and Social Report 2018

Worksite meeting (Yokohama Branch) Worksite meeting (Nagoya Branch)

Review of goals, standards, etc.
Deliberating at the CSR and Compliance
Committee (meetings held in March)
To promote CSR activities in
the Group, the CSR andCompliance Committee wasestablished in September
2006.
In fiscal 2017, thecommittee met in March and
CSR and Compliance Committee
deliberated on the reports andrevisions regarding CSR activities in accordance with the
Guidance on Social Responsibility, which is used as the basis for
the Environmental and Social Report, as well as on the
improvement of compliance based on the self-check of thestatus of complying with the Code of Conduct.

Entrenchment of the compliance ofstandards, etc.
Disseminating the awareness ofcompliance
The Group endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status of complying
with the Code of Conduct, which was formulated as the social
norms for employees in executing their duties, as well as bythoroughly promoting training on compliance.
The self-check on the status of compliance previously
targeted the Company and domestic Group companies. Effectivefrom fiscal 2013, the scope of the self-check has been extended
to cover overseas Group companies using English texts.
Web

Actual performance data on the compliance situationof the Code of Conduct may be viewed on Mitsubishi
Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Business processes are confirmed via
internal audit
The internal audit of the Company is performed mainly by the
Audit Division in accordance with the internal audit regulations
and the internal audit plan. The audit operation is supported
by branch auditors and audit assistants positioned at Head
Office and respective branches. The purpose of the internal
audit is to precisely grasp the status of corporate affairs andthe financial position so as to be of help for management’s
prevention of fraud, errors and faults, and rationalization suchas improvement of business operations and raising operating
efficiency. The Audit Division reports the results of audits
regarding the Company and subsidiaries to the management
team. The General Affairs Division supports the follow-up
checks on any issues noted in the audit results, if any, andreports the results to the management team.

The Audit Division keeps close contact with the corporate
auditors and provides them with internal audit information tocooperate with the corporate auditors’ audits.

Confirmation of the implementation
process of action plans
Confirming the appropriateness ofoperations via internal control
The Board of Directors of the Company resolved the “Basic
Policy on the Improvement of an Internal Control System” toensure the appropriate execution of duties by executives andregular employees and the appropriateness of corporate affairs.
Furthermore, the Company improves the systems necessaryfor ensuring the appropriateness of financial reporting andprepares and submits the Internal Control Report regarding theevaluation of the effectiveness of internal control relating tofinancial reporting in accordance with the Financial Instruments
and Exchange Law.

Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program
The Authorized Warehouse Operators’ Program, one of the AEO
Systems (*1), is a system for certifying managers of bonded
warehouses and bonded factories as authorized warehouse
operators after they meet set conditions concerning complianceand other regulations. These authorizations ensure preferential
treatment such as simplified procedures and exemptions frompermit fees, etc. and the Company received approval as an
authorized warehouse operator and further enhanced
compliance activities in customs-related processes and all otherimport/export services. In April 2016, the authorization has beenrenewed, and we will continue to strive to provide highly reliableand dependable logistics services for our customers.
Meanwhile, the Company, Group companies Monryo
Transport Corporation, Keihin Naigai Forwarding Co., Ltd., Ryoyo
Transportation Co., Ltd., and Naigai Forwarding Co., Ltd.
acquired certification as Authorized Customs Brokers as of June
2017, September 2012, June 2014, April
2017, and February 2018, respectively,
under the AEO System. An authorizedcustoms broker is a customs clearance
operator subject to various preferential
privileges, which is authorized by thecustoms office to arrange for security
management and compliance regarding
cargo. The Company strives to further
improve the quality of customer service
Certificate of AEO Customs
going forward.
Broker (The Company)*1. Systems that provide measures that ease and simplify customs
procedures for business operators who have constructed cargo
security management frameworks in compliance with laws andregulations, aiming both to secure and smoothen international
logistics security, as well as to enhance Japan’s international
competitiveness.
The policy for implementing and constructing AEO Systems is set
within the SAFE Framework of Standards to Secure and Facilitate
Global Trade adopted by the WCO (World Customs Organization).
Japan’s AEO Systems comply with said policy.
(Source: Japan Customs Web site)

Mitsubishi Logistics

Environmental and Social Report 201813

Respect for Human Rights
Respecting human rights is the basis for complying with laws andregulations and fulfilling social responsibility.
Regarding the respect for human rights, the Group recognizes andaddresses such issues as “Improvement of employees’ awareness ofhuman rights.”

Improvement of the awareness ofhuman rights
Striving to disseminate the awareness ofrespect for human rights with every employee
by establishing a dedicated promotion system

Slogan on human rights (some of slogans Submitted to the Company)

The Company is committed to enlightening of human rights
issues among employees with the aim of creating a “positive
worksite atmosphere in which every employee’s human rights
are respected and personal competence and personality canbe fully demonstrated.”Specifically, every year the Company offers a humanrights enlightenment course of 1–2 hours in the stratified
training curriculum under the established human rights
training promotion system.
In fiscal 2017 a total of 53 employees participated in the
training, which targeted new comers.
At the training sessions, participating employees not only
received lectures but also exchanged views on diverse
concrete examples to deepen their understanding.
The Company endeavors to raise the awareness of humanrights by inviting slogans on human rights enlightenment evento loaned or dispatched staff members. In parallel with thisapproach, we have established a harassment-dedicatedcounseling contact that takes initiatives to prevent or resolve
various worksite harassment cases.

Don’t hesitate to show a little courage.
Change yourself, and the world will change.

Web

Actual performance data on human rights training canbe viewed on Mitsubishi Logistics’ Web site in“Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Respecting human rights throughbusiness activities
Outsourcing works to a provider of continuous
employment support service, where physicallychallenged people are working
The Company outsources digitizing works of in-house
documents and data to Japan Church World Service,
Inc., Tokyo Itabashi Welfare Factory where continuous
employment support service is provided to physicallychallenged people, who may have difficulties inconventional work settings.

14

The Company considers that this outsourcing canhelp more physically challenged people to work on acontinuous basis and play active roles in society while
having independent lives.

Mitsubishi Logistics

Environmental and Social Report 2018

Slogan on human rights (Employees’ section)

VO I C E

Reflection on the
Human Rights Training
Hikaru Ishida
Daikoku No. 1 Office, Daikoku
Warehouse B, Yokohama Branch

After undergoing the human rights training, I felt very strongly as amember of society working within a corporation that what each andevery employee must value the most is mutual understanding and anawareness of compromise through “dialogue,” which is a technique toconnect people with other people. This is something I learned after
being strongly impressed by the words spoken during the lecture that“fish cannot survive without water, and people cannot live withoutwords,” and “inconvenience and misfortune are different.”
Corporations have a “connection” with many companies andpeople both inside and outside of their organization during the courseof their day-to-day business activities, and exert a great deal of
influence on one another. Within those relationships, people
unconsciously get caught up with stereotypes and tend to interact
with others on the assumption that other people see things the same
way they do. But people should have an awareness that the way eachindividual perceives, feels and sees things is different, and I learned
that it is those differences that are the respect for human rights that
we must value.
Valuing the differences among individuals will create a betterworking environment, and the Company will grow to become a better
corporation. In order to prevent the damage caused by harassment,
which has become a social issue, we will respect each individual andactively make efforts to build better relationships with those aroundus. Going forward, I will not forget this mindset as I gain many
connections in this new environment as a new employee, and I hopeto grow a lot as I come into contact with the diverse ways of thinkingof everyone around me.

Appropriate Working Environment
An appropriate working environment serves to stabilize employees’ living
standards, is the source of meaning in employees’ lives and is
indispensable for safety and health, productivity growth, human resource
development and so forth.
Regarding the appropriate working environment, the Group recognizes andaddresses such issues as “Respect of labor-management relations,”“Employment and the importance of the employment relationship,”“Rewarding and friendly working conditions,” “Ensuring the security ofworkers” and “Human resource development and training.”

Respect for labor-management relations
Having close communications with thelabor union
The collective labor agreement entered into between the
Company and the Mitsubishi Logistics Union stipulates the
responsibility of the Company and that of the union as follows on
the stance of labor-management cooperation.
1. (Company’s Responsibility)
The Company shall proactively strive to maintain andimprove the working conditions and promote thewelfare of employees to improve the status of
employees and ensure stable livelihoods.
2. (Union’s Responsibility)
The labor union shall strive to maintain public order at
the worksite and promote the working capabilities of its
affiliated employees, as well as fully cooperate with theCompany for the growth of the Company’s businessbased on democratic foundations.

Labor-management consultations and negotiations arehandled at the Management Conference, which is attended byrepresentatives of both parties.
There are two types of Management Conference: the Central
Management Conference,
which is held between Head
Office and the union’s
headquarters, and the
Operating Site Management
Conference, which is held
between each branch andeach lodge. Each conference Operating Site Management
meets once per month.
Conference (Fukuoka Branch)

employment of applicants from a long-term perspective tosystematically and stably ensure human resources.
We offer a wide range of opportunities to both new andprofessional or experienced applicants by making the mostof the Company’s Web site and various kinds of PR media.
Status of employees

(as of the end of March 2018)

Status in fiscal 2017
Number of regular employees
4,463(consolidated)
Number of temporary employees
2,504(consolidated)*Group companies have no statistical data regarding employees’
average age and years of service.
Number of regular employees
891 (571 men / 320 women)(non-consolidated)
Average age (non-consolidated) 40.0 years (men: 39.7 years; women: 40.5 years)
Average years of service
16.8 years (men: 16.1 years; women: 18.1 years)(non-consolidated)
Number of temporary employees
716(non-consolidated)
Status of new graduate recruits(joining the Company in April 2018)
University graduates
42
Male university
24
graduates
Female university
18
graduates
Junior college/Vocational0college graduates
High school
4
graduates/Others
Total
46

Status of mid-career recruits(joining the Company between April 2017 and March 2018)
University graduates
6
Male university
4
graduates
Female university
2
graduates
Junior college/Vocational
1
college graduates
High school
2
graduates/Others
Total
9

Status of new graduate recruits retained
New graduate recruits joining
No. of recruits retained as of
the Company in April 2015
April 2018 (percentage)
Men and women
40
37(92.5%)
total
Men
24
22
(91.7%)
Women
16
15(93.8%)

Employment and the importance ofthe employment relationship

Rewarding and friendly working conditions

Endeavoring to ensure human resources systematically and stably
while respecting equal employment opportunities and diversity

Strive to improve the environment in which both
employees and the Company can raise mutual values

In recruiting employees, our basic policy is to respect equal
employment opportunities and diversity.
In our recruiting activity, we have introduced an open
entry system without making any distinction as regards theschool of graduation or faculty that takes into account the fair

The basic philosophy of the Company’s personnel policy is toassist its employees to grow and improve their work-lifebalance and to assert that both employees and the Company
can raise mutual values through the sustainable growth of theCompany.
Mitsubishi Logistics

Environmental and Social Report 201815

Appropriate Working Environment

To realize this philosophy, the Company endeavors to
improve worksite environments so that employees candemonstrate their individuality and competence to the utmost
with improved motivation and better workplace environments,
through a variety of personnel and educational systems.

Streamline the personnel system in the pursuitof creating worksites where employees candemonstrate their individuality and competence
The Company strives to improve worksite environments
in which every employee can fully demonstrate his/herindividuality and competence.
Self-declaration system
According to the self-declaration system, theCompany’s employees declare their satisfaction ratingwith their current duties and career plan among others,
once a year. The declaration includes the desiredconditions of their next workplace, etc., so that theCompany may pay attention not only to employees’
business duties but also to every employee’s life plan.
The content of the declaration is actually used for
personnel transfers and the career development
program.
Evaluation and treatment of employees
The Company treats employees in accordance with
fair, transparent and well-received appraisal systems.
Direct interviews between managers and subordinates,
which are held three times a year (at the time of target
setting, midyear retrospection and year-end
retrospection) are especially emphasized, enabling
managers and subordinates to deepen communication
with each other. The evaluation results are used for an
appropriate division of labor within the business unit
and advice on career planning.

Execute industrial safety and health-related
measures to enhance employees’ good healthTo effectively fulfill its obligation of safety, which is
required of every corporation, the Company proactively
takes initiatives to maintain and promote employees’
health.
Regular medical checkup
A medical checkup is conducted once a year that
focuses on tests for lifestyle-related diseases. Although
long working hours have become a social problem inrecent years, the Company has implemented aframework to minimize the health risks of employees
due to a heavy workload through enhanced interview
guidance from industrial physicians to those with long
working hours.
Health promotion
Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures(on mental health and eating habit guidance) given byexperts, simple aerobics dance programs are offered
to encourage employees to engage in light physicalexercise.

16

Mitsubishi Logistics

Environmental and Social Report 2018

Involvement in mental health activities focusing
on “prevention and recurrence prevention”
The Company considers it important to support every
employee in having a purposeful life by ensuring systematicand constant care for his/her mental health.
To promote mental health care in accordance with the“Guidelines for maintenance and promotion of mental healthfor workers” of the Ministry of Health, Labour and Welfare,
the Company has taken a variety of initiatives such as
reinforcement of in-house education and training, cultivationof dedicated staff in charge at operating sites, implementationof the stress check system following the Partial Revision of
the Industrial Safety and Health Act and improvement of
networks via collaborations with external professionalorganizations.

VO I C E

Having Taken Child-care Leave
Ichigo Otani
Warehousing and Distribution Business
Dept. A, Kobe Branch

I took one month’s child-care leave after
the birth of my second child. This enabled
me to spend quality time taking care of my two-and-a-halfyear-old son, who had so much energy every day, and doing
the housework until my wife recovered her strength after giving
birth. I was in the midst of setting up some new business when
I asked my manager for child-care leave, but he readily agreed
to my request, and my colleagues also understood my position
so I was greatly encouraged. In the future, I would like to beable to offer my support for my colleagues, especially men, totake child-care leave and care leave.

VO I C E

Having Taken Care Leave
Sachiko Isomura
Trunk Room Office, Tokyo Branch

I have a daughter who will turn four thisyear, and ever since I returned to work until
now, I have received a lot of calls from her
daycare due to her sudden high fevers and other illnesses.
Sometimes her fevers were prolonged and my husband andI would arrange our schedules so that one of us could take time
off but even then I think it was thanks to the leave care systemthat we were able to take time off work without any problem.
On those occasions that we took leave, we were able tolook after our daughter with peace of mind thanks to the fact thateveryone in our workplace was taking over our duties andperforming follow-up work. I realized that the system works
because of the understanding and support of everyone in theworkplace.
Going forward, I think there may be times that I take careleave but I will try to work hard at my job and at child-caring
without losing sight of my gratitude to everyone in my workplace.

Acquisition results for various systems
SystemDescription

Child-careleave
Short-time
regular employee
Nursing care
leave
Care leave
Family careleave

Leave of absence is allowed for a desired period until achild becomes 2 years old.
Service hours may be reduced by up to 2 hours per day fornurturing a child.
Leave of absence is allowed for a desired period within one
year to take care of a family member in need of nursing care.
Paid leave for nursing care of a child (up to 10 days per year).
Paid leave for nursing care of a family member in need ofnursing care (up to 10 days per year).

FY2013Results (number of beneficiaries)
FY2014 FY2015 FY2016 FY2017

7

8

13

8

7

17

18

17

22

25

0

0

0

0

0

31

27

27

29

38

1

0

0

4

4

* The number of beneficiaries in the child-care leave and nursing care leave are calculated based on the year they started taking their leaves.

Promoting the work-life balance to support thesound development of the next-generation children
Pursuant to the implementation of the Act on Advancementof Measures to Support Raising Next-Generation Children,
the Company formulated the “Ordinary Business Owner
Action Plan” and implemented the “Child-care leave system,”the “Shorttime regular employee system,” the “Nursing careleave system,” the “Care leave system” and the “Family careleave system” to assist with the coexistence of employees’
working life and home life. Furthermore, the Company
encourages the enhanced use of annual paid vacations to
reduce working hours in a year and has introduced asystematic granting system (six days per year) of annual paidvacations under labor-management collaboration.

Promoting welfare measures to help
employees store up the energy to work
A variety of systems are available in compliance withthe three catchphrases of “Provision of security,”“Recreation” and “Promotion of residential houseacquisition” for the promotion of employees’ welfare.

Major welfare programs of the Company:
1. Provision of security
Retirement benefits, corporate pensions, family allowance,
housing allowances, condolence money, celebration of a birth,the ESOP (Employee Stock Ownership Plan) association,group insurance, the reserve for pension and asset formation,
multipurpose accommodation loans and the granting ofcompany-owned houses to employees via job transfers
2. Recreation
Recreation facilities, in-house sports events (baseball, tennis
and futsal), the Mitsubishi firms’ martial arts tournament,
refresh leave (long-service and midlevel workers)
3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation, in-houseloans and tie-up loans

In-house recreation event(Basketball club)To ensure employment opportunities for theelderly, motivated retiring employees are provided
with places to demonstrate their competence
In terms of employment opportunities for the elderly,
the Company has strived to guarantee the employmentof employees up to 62 or 63 years old before theestablishment of the related laws through measures
such as a job placement service to help them bereemployed by subsidiaries or affiliates and thereemployment of those with expertise in certain
business fields.
In response to the establishment of the relevantlaws, we established our continuing employment
system to ensure that applicants can continue to work
up to 65 years old under certain criteria, and thesystem has been applied to around 90% of those
applicable.

Improving access in the work environment to increase
the employment of physically challenged people
There are physically challenged employees who workin diverse operations of the Company. However, as ofJune 1, 2017, the Company’s employment rate of said
employees was 1.83%, lower than its legally mandated
2.00% employment ratio. We will continue to steadilystrengthen improvements of the worksite environment
in which physically challenged persons can easily
demonstrate their capabilities and competence, aiming
to reach our legally mandated employment ratio assoon as possible.
Employment ratio of physically challenged employees
June
2012

June
2013

June
2014

June
2015

June
2016

June
2017

Number of physicallychallenged employees(actual)

18

17

16

16

14

14

Employment ratio (%)

2.30

2.15

2.05

2.05

1.86

1.83

In-house recreation event(Yohkyoku (Noh chanting) club)
Mitsubishi Logistics

Environmental and Social Report 201817

Appropriate Working Environment

VO I C E

Mitsubishi Firms’ Noh Club
Reflection on Ryosuikai
Yoshihiro Ohtsuka
General Manager, Operation Dept., Itabashi
Office, Tokyo Warehouse Center Co., Ltd.

As well as holding yohkyoku (Noh chanting) classes and conducting
in-house tournament activities, the Mitsubishi Logistics Corporation
Yohkyoku Club is mainly active in the running of two recitals a year
held in spring and autumn in its leading role among the 10 clubs and
13 companies that manage the Mitsubishi firm’s Undo Bunka Taikai“Yohkyoku Club.” A former employee of the Company has served aschairperson of Ryosuikai since 2015, and two other former employees
are also named as officials of the club.
Since joining the club in 1994 when I was in my late thirties, I
have continued to practice diligently and, after finally being formallycertified to become part of the Kanze School, have reached the pointfrom this year where I can practise naraimonokyoku, which is a higher
grade of vocal performance. Since I am already middle-aged, I can’t
over-exert myself with exercise but my association with Noh theater
allows me to perform once a year with, and under the guidance of,my teacher on the grand stage of the Kanze Noh Theater on thebasement level of GINZA SIX, and I am determined to continue toenjoy yohkyoku*1, one song at a time.
I believe that practicing yohkyoku is not simply a hobby thatpasses on a classical and intangible cultural heritage, but can beapplied as a tool that enables every employee, regardless of whether
they are male or female or working in Japan or overseas, to smoothly
carry out work according to the concept of “the introduction,
development, and denouement” *2. Additionally, since it is also usefulas a breathing method and a way to stay healthy, I would like to invite
both the active generation and the post-retirement generation tofurther boost the activities of the club. (An employee loaned from theCompany)*1. Yohkyoku refers to the vocal chants and dialog in Noh theater that are
performed unaccompanied.
*2. In “the introduction, development, and denouement,” the “introduction” starts
off slowly and smoothly in the introductory part. This is then followed by the“development,” which is an interesting section full of changes as the plot
develops. This is in turn followed by the “denouement,” which builds momentum
and moves quickly in the final part of the performance, tying together everythingthat has happened from the beginning, to the middle and the end.

Ensuring the security of workers
Striving to conduct industrial safety and healthactivities via collaborations among operating basesin the pursuit of prevention of industrial accidents
Each branch has an “Industrial Safety and Health Committee” (and a
Health Committee at Head Office) to share information with operatingbases including operation-commission and cargo-handlingcompanies to which operation
is outsourced with regard todiverse initiatives related toindustrial safety and health. In
addition, we strive to prevent
industrial accidents byconducting safety and healtheducation and safety patrols
Industrial Safety and Healthinside and outside the facilities. Committee (Kobe Branch)Overland transportation: Strengthen ensuringsafety with safety measures and the prevention of
accidents in the transportation field
Ryoso Transportation Co., Ltd. (an overland transportation-dedicatedcompany in charge of the overland transportation business of theCompany), aims to increase the security of transportation and ensure
safety through concerted efforts with the recognition that ensuring
the security of freight transportation is the pillar of our business
management. In addition, fully recognizing the public nature andimportance of the trucking business apart from compliance with
relevant laws and regulations such as the Motor Truck Transportation
Business Act and the Road Traffic Act, in Ryoso Transportation, they
check operations at all times from a safety viewpoint. As initiatives fordaily accident preventive activities, they also hold safety conferences,conduct safety patrols and hold head office and all-branches
marketing staff conferences. Furthermore, they conduct thoroughchecks at all car-allocation bases using a high-performance alcohol
detector unit to check at the roll call whether any crew members
have been drinking.
In addition, they implement initiatives for industrial safety andhealth via appropriate instructions and education given to crew
members based on the results of regular medical checkups, to whichtests for lifestyle-related diseases have been added, and regulardiagnosis of the driving competence of the truck crews is conducted.

Harbor transportation: Promote the preventionof industrial accidents and conduct periodic
disaster prevention drills and meetings.
The port and harbor operations inevitably involve a great variety ofcargo handling work in association with various receipts and deliveriesat ports. For smooth and safe cargo handling operations, we
implemented various activities based on the countermeasures preparedby each operating site. Furthermore, we hold regular before-workmeetings and monthly safety and health meetings jointly with relevant
suppliers at which we analyze industrial accidents and cargo accident
cases in order to raise awareness of safety and health and share theintent with all workers.
We are making efforts to improve working environment and grasp
situations by taking measures for the ever-changing environment,
including reviewing the format of regular security patrols. In this manner,
we will always look for new ways to improve safety and health, actively
implement ordinary safety promotion activities and continue daily
enlightenment activities. We
believe that those efforts will help
prevent industrial accidents andensure the safety of workers.
Specific initiatives executedat the respective ports are
summarized in the following
Safety and health meetingtable.
Harbor Transportation Dept., Fukuoka Branch

Safety patrol
Safety patrol
Harbor Transportation Dept., Fukuoka Branch Rokko Office, Kobe Branch

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Description of specific initiatives taken at the respective ports and results/achievements

Description
We hold a briefing meeting before the ship operations to confirm thecontent of the intended operation, check the work uniform including thefluorescent vests and call workers’ attention to safety (daily).
A safety and health meeting is held jointly with the relevant suppliers(monthly).
We implemented safety patrols at operating sites jointly with the relevant
suppliers (monthly).
(Quarterly joint patrols are conducted with the participation of superiors.)
We regularly confirm and replenish safety gear (safety belts for high-place
operations, fluorescent safety armbands, emergency stretchers, etc.).
Information such as cases of accidents is shared with other operators
operating at the same harbor terminal at operators’ liaison meetings,
etc., and the content is shared at safety conferences at our worksites
and with suppliers.
We promote the speed limit for dedicated, in-yard trucks, which are
driven within the container yards (via the successive installation ofexcessive speed lamps).
We participate in outside workshops and training sessions (as needed).
Results/Achievements
No serious industrial accidents were reported in fiscal 2017.

Human resources development and training
Endeavor to develop human resourcesthat can contribute not only to corporate
growth but also to social development
Ideal image of desired human resources
With the “Code of Conduct” in mind, every employee aims toundertake a role not only in corporate growth but also in the

VO I C E

Measures to Ensure Safety and Security
Takashi Mukuno
General Manager, Sales Div., Ryoso Transportation Co., Ltd.

We at Ryoso Transportation Co., Ltd. areactively committed to ensuring safety andsecurity and to transportation safety management as part of ourimportant social responsibility. One example of this is that as atrucking business operator certified as an excellent safety (G mark)enterprise by the Ministry of Land, Infrastructure, Transport andTourism we comply with laws and regulations. In addition, by holding
safety meetings and safety patrols, including with collaboratingtransportation companies, we are endeavoring to establish a system
for sharing and communicating information to achieve safe
transportation and an improvement in transportation quality.
Furthermore, on the environmental front, we obtained GreenManagement Certification in 2005 and strive to reduce theenvironmental burden.
While undertaking such initiatives, in response to the increasing
diversification and sophistication of customers’ needs, we are
implementing duty- and position-based education aimed at raisingawareness of employees, and have received a favorable response
from customers.
In the future, we would like to continue various initiatives in orderto provide highly reliable and dependable transportation/delivery
services. (Group company of Mitsubishi Logistics Corporation)

development of society by conducting himself/herself in thefollowing manner.
1. Keep faith in others, and conduct yourself with integrity
and a sense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate with yourcolleagues.

Training system
The Company focuses on developing human resources that can
precisely respond to internal and external needs.
The Company therefore strives to upgrade employees’
business skills and the organization’s strength through training byservice year of employment. At the same time, the Company
offers several training programs to raise employees’ expertise suchas management capabilities, readiness for globalization andoperational capability to enable employees to acquire professional
skills in response to the content of their business duties.

Extending the Content of the Logistics
Training
At the logistics training, the lecturers are dispatched mainly fromamong active employees so that employees assigned to posts at
logistics sites can improve their necessary expertise and skills.
In fiscal 2017, lectures regarding related laws, human error
measures and introduction of initiatives undertaken in thewarehousing business, etc. were held with 246 participants
coming from the Company and also subsidiaries and affiliates.
Furthermore, the lectures were recorded on video to develop
an environment where they can be viewed as an e-learning
course in order to secure opportunities to take lectures for
employees who are unable to attend the training.

VO I C E

Reflection on the Logistics Training “Points
on Compliance with Laws and Regulations in
the Warehousing and Distribution Business”
Miho Uhara
Rokko Office, Kobe Branch

Learning about compliance with laws and regulations in thewarehousing and distribution business overall was anopportunity for me to look back at how I have been conducting
my daily operations.
The training showed me that acquiring a crisis management
ability makes it possible to deal with issues beforehand toprevent a crisis from occurring, and also showed me the way of
thinking that compliance itself is a form of crisis management.
But I also understood how important it is to have an awarenessof compliance as it relates to complying not just with laws andregulations but also with internal rules and so forth.
I would like to provide instructions to the junior employees
in my workplace about what I learned at the training in a waythat is easy for them to understand, and implement thoseteachings in my daily operations.

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Environmental and Social Report 201819

Appropriate Working Environment

Conducting training for young employees before theiroverseas dispatches (Overseas Operations Training)
Targeting young employees who participate in theyoung employee overseas dispatch program, we
provided training on deepening the understanding in
the international transportation business. With practicaltraining contents including the explanation of theCompany’s position and role in the internationaltransportation business, lecturers in-house and fromoutside build the training program to enable
participants a smoother start for their overseas OJTs.
Furthermore, we proactively invite participants from theGroup companies, including those overseas, and utilize
this training program for the international transportation
business training in the whole Mitsubishi Logistics
Group.

Held a lecture introducing cases receiving
improvement awards as part of logistics training
We held a lecture introducing cases that received
improvement awards in the first year of thecommendation system for improvement activities that

VO I C E

Reflection on the Logistics
Training “Lecture Introducing
the Improvement Awards”
Tsukasa Ariyoshi
Ohi Cold Storage Office, Tokyo BranchThis training taught me several examples ofimprovement awards given to “increase work efficiency
in offices and worksites” and “prevent accidents anddispatch errors.”
Before the training, I had been thinking that it’sdifficult to find the time while carrying out our daily
duties to think about what kind of improvement activities
we should undertake, and that the only time available isduring the small pockets of free time we each have. But
during the course of the training I learned that bycreating an improvement activities’ team and sharing
the opinions of those working in the offices and on theworksites, even though at first glance it seems like aslight detour, the end result is that it is possible toengage in effective improvement activities in a shortperiod of time.
It might be difficult to introduce the cases that won
improvement awards presented at the lecture to otheroffices in the exact same manner. However, I think otheroffices can take those points of view and ways ofthinking into account when making improvements. I
also learned that increasing the efficiency of operations
as a result of improvement activities provides us withmore available time, which in turn enables us to workon making further improvements.
I would like to take advantage of what I learned at
the training to work on improving operational efficiency
and safety in my own workplace.

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was introduced in fiscal 2016. On the day,representatives of each group that received the awards
spoke about the areas of improvement, the points theystruggled with, and how they dealt with the various
issues.
The lecture was an opportunity for the participants
to specifically understand examples of improvements inother workplaces, and to apply this knowledge toimprovement activities in their own workplaces.
Going forward, we plan to continue holding theselectures introducing cases receiving improvement
awards.

Training at the 6th year was conducted
for regional employees
We began recruiting new graduates as regional
employees in 2012 and as these first-year intakes are
now in their sixth year of employment with theCompany, we conducted training at the 6th year for theregional employees, as we do for general employees.
For this training, in addition to lectures where
employees learn problem-solving techniques that canbe implemented in the workplace, we also establishedcourses where regional employees, along with generalemployees, can understand the progress of theCompany’s management plans and consider their own
career design.

VO I C E

Reflection on Training
at the 6th Year
(Regional Employee)
Akiko Yamaoka
Kinjoh Office, Nagoya Branch

At the training, various materials were presented relating
to the case studies that we were given, and I learned
problem-solving techniques, from determining thecause of problems and analyzing them to proposals for
improvement methods, as well as thought processes.
Through this training, I felt very strongly that even if
we talk about “improvements,” unless we accurately
verify a number of processes, we will not be able toidentify the cause of the problem and we will not reachthe point where we can propose an appropriate
improvement method.
In the future, I would like to utilize what I learned inthis training at my workplace, and strive to apply it in mydaily operations.

Human resources (training) systems
General employee development course:
Basic role: Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
GlobalManagement
strategyLife plan
seminar

Problem-solving
Managerial practical training
employeeclass
Training for newly appointed managerial employees(Understand management skills, corporate ethics, etc.)

Supervisor Grade 2 training(Improve perspectives via action learning, acquire basic management skills)

Training at the 6th year
(Problem-solving, followership, career design, etc.)Young
employees

Training at the 2nd year
(Logical thinking, global mindset, FKS, safety and health, etc. (take certain lectures in the Logistics training course))

Newcomers’ first-half training / Newcomers’ second-half training(Business manners, basic knowledge on general corporate operations,visits to logistics facilities and real estate of the Company, etc.)

Overseas operations training *2

Midlevel
employees

Management training by theme(Leadership (compulsory), labor management (compulsory), accounting(compulsory), problem resolution, etc. (selective course))

Logistics training *1

Assistantmanager
class

Health Self- Cross-industrial
promotion development exchange

Youngemployeeoverseas
dispatchprogram English andChineseconversation
courses

Mitsubishi Shichikenkai Workshop

GeneralManager class

Career
CSR andManagement Logistics
development compliance

Mitsubishi Marketing Association

Human skills

Correspondence education

Problemsolving

Health promotion seminar

CareerstagesRegion-type employee development course:
Basic role: Become familiar with and understand the characteristics or features and local business duties of a certain
region in preparation for the smooth fulfillment of corporate operations.
GlobalLife plan seminar

Leader classof regional
employees(Confirm expected roles, leadership)

Midlevel
employees(Discover one’s own strengths and weaknesses, improve communication capabilities)

Regional supervisor training
Training on regional employees

Training at the 6th year
(Problem-solving, career design, etc.)Young
employees

Logistics

Training at the 2nd year

Health
Selfpromotion development

Correspondence education

CSR and compliance

Health promotion
seminar

Career development

Overseas operations training *2

Senior leader
class of regional
employees

Human skills

Logistics training *1

Careerstages(CSR, FKS, safety and health, etc. (take certain lectures in the Logistics training course))

Newcomers’ first-half training / Newcomers’ second-half training(Business manners, basic knowledge on general corporate operations, visits to logistics facilities and real estate of the Company, etc.)*1: Major lectures for the Logistics training
Registered customs specialist qualification course
FKS (Fuji Logistics Kaizen System)
Safety and health course
Warehousing Business Act and contracting practices
Laws and regulations related to trucking business and practices course
Outline of warehouse storage operation
Marketing for the service industry
Business activities of warehousing business
Outline of harbor transportation business
Our information system overview and information system trend in the logistic industry
Points on compliance with laws and regulations in the warehousing and distribution business
Introduction of actual initiatives, etc.
*2: Major lectures for the Overseas Operations Training
Explanation of B/L and NVO business
Import shipping agent businessExport shipping agent business
Overseas logistics proposals, etc.

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Environmental and Social Report 201821

Environmental Conservation
Environmental issues are not only local issues of the region where ourbusiness bases are located but are also globally interconnected.
Environmental accountability is a global-level social responsibility that
affects the future of people.
The Mitsubishi Logistics Group strengthens such environmental issues as
the reduction of CO2 emissions as a countermeasure for climate change,
the use of renewable natural resources and contribution to recovery of theeco-system.

Reduction of CO2 emissions as ameasure for reducing climate change
Certified under the Logistics Efficiency
Improvement Act *1, we are integrating logistics
bases and reducing the environmental burden.
Obtaining the same certification under the following nine businessplans, we made transportation and distribution systems more
efficient by integrating logistics bases for customers who used to
employ multiple logistics bases, thereby reducing the number ofdelivery trucks. By collecting customers’ freight and implementing
joint delivery, we reduce emissions of greenhouse gases (CO2),
contributing to a reduction of the environmental burden.
1. North Building, Sakurajima Warehouse No. 2, Osaka
Branch (Started operation in November 2005)
2. Sakurajima Warehouse No. 3, Osaka Branch(Started operation in April 2008)
3. Tobishima Warehouse, Nagoya Branch (Started
operation in November 2008)
4. Misato Warehouse No. 1, Tokyo Branch (Started
operation in December 2008)
5. Ibaraki Warehouse No. 3, Osaka Branch (Started
operation in October 2012)
6. Misato Warehouse No. 2, Tokyo Branch (Started
operation in March 2013)
7. The extended space of Tobishima Warehouse, Nagoya
Branch (Started operation in September 2015)
8. Sapporo Warehouse, Tokyo Branch (Asahi Unyuco., ltd.) (Started operation in January 2018) *2
9. Seishin Distribution Center, Kobe Branch (Started
operation in March 2018)*1. The Logistics Efficiency Improvement Act (Act on Advancement of Integrationand Streamlining of Distribution Business, implemented on October 1, 2005)
The purpose of this law is to promote operations conducive to efficientlogistics and reducing the environmental burden by integrating logistics bases
and conducting transportation, distribution, storage and logistics processing
comprehensively. Business plans under this law are approved as acomprehensive efficiency plan and supported by the authority.
In addition, the same law has been amended in May 2016 in view of further
integrating and streamlining the logistics industry with the concern of labor
shortage. Aiming to support measures such as modal shift and cooperative
delivery that are conducted by cooperation of related parties including
logistics companies and shippers, it became effective in October 2016.
*2. Distribution center operations using an Asahi Unyu co., ltd. facility; therefore,
the warehouse is certified under the names of both companies.

Through obtaining the Green Management Certification,
we are promoting environment-friendly business activities.
The Group obtained the Green Management Certification *3,
which pursues profitability and environmental conservation bypromoting environment-friendly business activities from the22

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Environmental and Social Report 2018

certification registration organization Foundation for
Promoting Personal Mobility and Ecological Transportation(abbreviated as “Eco-Mo Foundation”). Some of our businessbases approaching their 10th year renewal in March 2017
were commended for their many years of certification.
1. Certification acquisition status of the Company
All offices of the Warehousing Business Division
Port and Harbor Operations Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)
2. Certification acquisition status of the Group
Truck transportation business (Ryoso Transportation Co., Ltd., andKyushu Ryoso Transportation Co., Ltd.) and warehousing business(Chubu Trade Warehousing Co., Ltd., Kusatsu Soko Co., Ltd., and the
Warehousing Business Division of Monryo Transport Corporation)*3. The Foundation for Promoting Personal Mobility
and Ecological Transportation is a public utility
foundation that has been certifying and registeringbusiness operators making efforts to reduce theenvironmental burden at a level exceeding thestandards outlined in the Green Management
Promotion Manual since October 2003.
Green Management Certification
Commendation for many years of certification(Kobe Branch Office)We ensure compliance with the Law
Concerning the Rational Use of Energy, etc.
As a “Designated Business Operator” under the Law
Concerning the Rational Use of Energy, the Company isobliged to reduce per-basic unit energy use more than 1% on
an annual average on a medium- to long-term basis at
facilities we own and rent. Moreover, we submit a regular
report on energy saving and a medium- to long-term energysaving plan to the Ministry of Economy, Trade and Industry.
The values we reported to the Ministry in fiscal 2017 (theactual results for fiscal 2016) show that our energy-saving
measures resulted in about 5% reduction of per-basic unit
energy use compared with the base year fiscal 2012. We arealso striving to reduce CO2 emissions at our real estate
facilities subject to the Tokyo Metropolitan Environmental
Security Ordinance.
Web

The actual results of our environmental conservation efforts
and our total CO2 emissions reduction directive under the
Tokyo Metropolitan Environmental Security Ordinance can beviewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Conducting compliance with the Act on Rational
Use and Proper Management of Fluorocarbons
According to the “Act on Rational Use and Proper
Management of Fluorocarbons *4,”it is required of users that
inspection on commercial refrigerators and air conditioners
etc. using fluorocarbons (Class 1 specified products), or
the report of the leakage amount of fluorocarbons from theaforementioned products when it exceeds a specified level.
The Company is appropriately responding to the law by
preparing the systems and operational guidelines related toinspection and leakage control. In addition, in fiscal 2017,
the Company’s calculated leakage amount of fluorocarbons
was 910.7 [t-CO2], which was below the level of 1,000[t-CO2] that is subject to reporting leakage amount to the
Minister of Land, Infrastructure, Transport and Tourism (theminister having jurisdiction over the warehouse industry).
*4. Overview on “Act on Rational Use and Proper Management of
Fluorocarbons” (implemented in April 1, 2015)
The Act requires users (owners, in general) of “Class 1 specified
products” (commercial air-conditioners, refrigerators and freezers,etc.) to implement “simple inspection of all specified products” and“periodic inspection by a person with specialized knowledge.”
Furthermore, it also requires users to report the calculated leakage
amount of fluorocarbons if the amount exceeds the specified level of
1,000 [t-CO2] per year.
Web

Actual data of the calculated leakage amount of fluorocarbons may
be viewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Implementing eco-friendly loading equipmentin the Harbor Transportation Business Division
In accordance with the Environmental Voluntary Plan, theCompany has preferentially implemented transfer crane,a type of eco-friendly loading equipment, at the Nanko
C-9 terminal in Osaka
Branch. We downsized
the engines and power
generators, resulting in a
35% decrease in CO2emission compared toconventional models.
Transfer cranePromoting renewal of the existing lighting system
to LED lighting to achieve significant energy saving.
To save energy and reduce CO2 emissions with regard to thelighting systems inside the Company’s warehouses, we arepromoting renewal of the existing lighting systems nearing
the end of their lives, to high-efficiency lighting equipment.
In fiscal 2017, a total of about 1,640 existing lighting
units were renewed to LED lighting at 11 facilities, including
Aomi Warehouse No. 1, Tokyo Branch; Ibaraki Warehouse
No. 1, Osaka Branch; and Chuo Futo Warehouse, Fukuoka
Branch.
A reduction of approximately 1,250 thousand kWh inelectric energy, which corresponds to approximately 2.5% of
the annual electric energy consumption at the Company’s
warehousing facilities, is expected by renewing the existing
lighting to LED lighting (8,600 units in total).

We are promoting solar power
generation.
In line with the governmental policy of enhancing the use ofrenewable energy to cope with global warming and otherissues, the Company is promoting the adoption of large-scalesolar power generation facilities at its warehousing facilities
using the Renewable Electric Energy Feed-In-Tariff (or fixedprice purchase system of electricity from renewable energy).
In fiscal 2017, solar power generation facilities werecompleted and started operation at the MM2100 Distribution
Center in Indonesia (started operation in August 2017, 100kW) and at the Seishin Distribution Center in Kobe (started
operation in March 2018, 300 kW) for a total output of 400 kW.

The Eitai Dia Building has acquired certification
as a “Near-Top Level Facility” under the Tokyo
Metropolitan Environmental Security Ordinance.
The Eitai Dia Building has been certified since fiscal 2015as a “Near-Top Level Facility” under the Tokyo Metropolitan
Environmental Security Ordinance, Green Building Programfor “Top-Level Business Facilities in Measures Against
Global Warming” certification system. *5
The “Certified Top-Level Business Facilities in Measures
Against Global Warming” are “business facilities that havemade outstanding progress in the implementation of
measures against global warming” recognized by the Tokyo
Metropolitan Government as offices complying with thestandards designated by the Governor of Tokyo under the
Tokyo Metropolitan Environmental Security Ordinance.
Under the mandatory targets for reduction in overall
greenhouse gas emissions and an emissions trading
program, less stringent reduction targets are applied for thecertified facilities. *6
Although the Eitai Dia Building, which was completed in
1991, is quite aged, the proper renovations, renewal andmaintenance of the facilities and equipment were highly
evaluated and certified as a Near-Top-Level Facility in fiscal
2010, and a Top-Level Facility in fiscal 2014. In fiscal 2015,
the governor has strengthened the standards, anddemands regarding environmental consideration haveincreased. However, through updating the air-conditioning
heat source for computer rooms to a high-efficiency
version, conducting performance verification(commissioning) of the adopted facilities and equipment
and continual improvement of the building management incooperation with the tenants of the building and a building
management company of the group, we were certified as a
Near-Top-Level Facility again.
At other facilities of the Company as well, we willcontinue to make aggressive efforts to further reduce theenvironmental burden by promoting renovations andrenewals of facilities and equipment to environment-friendly
versions, and improving management and operation.
*5. By annually reporting on conformity with the certification standards to
the Tokyo Metropolitan Government, the certification will be extended
up until fiscal 2019.
*6. The mandatory targets for reduction in overall greenhouse gas
emissions for Top-Level Facilities are reduced by half and those for
Near-Top-Level Facilities by a quarter.

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Environmental and Social Report 201823

Environmental conservation

Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking
business, striving for environmental conservation.
Addressing environmental issues
For trucking business operators, addressing
environmental issues is one of the highest priorities.
Ryoso Transportation Co., Ltd. (“Ryoso
Transportation”) has obtained the Green Management
Certification at all six of its branches (seven operationalbases) starting in 2005, striving to reduce
environmental burden.
In fiscal 2017, Ryoso Transportation improved gas
mileage by 10.3% compared with fiscal 2006.
Specifically, in their efforts to promote eco-driving to
improve gas mileage and reduce emissions of air
pollution substances, they are conducting vehicle
inspections and maintenance with their own highstandards. They also adopt low-pollution vehicles thatmeet the latest restriction regulations for gas emissions.
Promotion of “Green Purchasing”
Ryoso Transportation is also striving to purchaseproducts and services with less environmental burden.
At Ryoso Transportation, they are aggressively
purchasing retread tires, *7 eco-stationery, etc.

 hange of total gas mileage at all operational sites of Ryoso
C
Transportation Co., Ltd. (fiscal 2006 to fiscal 2017) (Unit: km/L)
2006

2007

2008

2009

2010

2011

Vehicles for
2.45
2.53
2.59
2.63
2.58
2.59
business(100.0)(103.1)(105.6)(107.5)(105.5)(105.7)use
Fiscal
year

2012

2013

2014

2015

2016

2017

Vehicles for 2.52
2.48
2.53
2.62
2.65
2.70
business (102.9) (101.3) (103.4) (107.0) (108.2) (110.3)
use
Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.
114
112
110
108
106
104
102
100
98
96
94

110.3
107.5
105.6

107.0

105.5 105.7

103.1

102.9

100.0

2006

2007

2008

2009

2010

2011

2012

108.2

103.4
101.3

2013

2014

2015

2016 2017 (Fiscal
year)

We are promoting environmental conservation
with regard to information system equipment.
In adopting information system equipment including
servers and PCs, we select models that use lessenergy.

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Promotion of summertime and wintertime
energy saving
We strove to save energy by participating as a Group in
the Cool Biz campaign during the summertime (Maythrough October 2017), which calls for offices to set their
air-conditioning thermostats basically at 28˚C, as well as in
the Warm Biz campaign during the wintertime (November
2017 through March 2018), which calls for offices to set
their air-conditioning thermostats basically at 20˚C.
In addition, as a year-round initiative, we strive to saveenergy including by reducing the number of lights in use
to the extent not detrimental to operation and switching
off OA equipment when not in use.
Promotion of Green Purchasing of stationery
and other office supplies
When the Group companies purchase office supplies, we
not only consider quality and price but also choose
products with less environmental impact—Green
Purchasing.

Use of renewable resources
A Disaster-Resistant and Eco-Friendly
Warehouse completed and started operation.

*7. A retread tire has new rubber pasted on a used base tire, thereby
restoring the tire’s original functionality.

Fiscalyear

We are promoting environmental conservation not
only at our operational sites but also at our offices.

We completed and started operation of the Seishin
Distribution Center in Kobe (4 floors above ground,floor area: 60,000 m2), a Disaster-Resistant and EcoFriendly Warehouse, in March 2018. The Center is theCompany’s first facility to be equipped with ramps
giving trucks access to every floor.

VO I C E

The 60,000 m2 Disaster-Resistantand Eco-Friendly Warehouse
Masayuki Watanabe
Technical Dept., Kobe Branch

The Seishin Distribution Center in Kobe, forwhich I was in charge of the overall facility construction, is a
Disaster-Resistant and Eco-Friendly Warehouse with the largest
floor area among the Company’s warehouses. Built on solid
ground, it is also our largest anti-seismic warehouse employing aseismic-isolated structure. The basement floor where the seismic
isolation equipment is installed is designed to be viewed byvisitors, and many of the visitors find that the sight of the multiple
seismic isolation rubber parts and dampers is overwhelming.
For lighting, we installed around 1,400 LED lighting units in
the Center, which, when compared with conventional fluorescentlights, means that the amount of electric energy that can be
reduced annually is equivalent to the usage by approximately 60
households.
I feel that the concept of Disaster-Resistant and Eco-Friendly
Warehouses is becoming increasingly important for large-scale
facilities where the volume of items stored and the amount ofelectric energy used is high.

(1) Main Disaster Prevention Functions
a. Seismic performance
We have created a seismic-isolated structure with the
installation of seismic isolation equipment (129 units ofseismic isolation rubber, 46 elastomeric sliding bearingsand 48 oil dampers) in the basement of the entire
warehouse, including the ramps, to improve seismic
performance.
b. Power outage countermeasures
Emergency power generation facilities (420 kVA,
operates for 24 hours after outage) have been installed
to prepare for a power outage.
(2) Main Environmental Performancea. Solar power generation system
The solar power generation facilities installed on theroof with an output of approximately 300 kW will
reduce annual CO2 emissions by around 160 tons.
b. LED lighting
In addition to installing
LED lighting
throughout the entire
building, we use
motion detectors forcommon area lighting
to save energy.
LED lightingc. Air conditioning load reduction
We are giving consideration to energy saving byadopting high-efficiency air conditioners for office air
conditioning equipment, and total heat exchangers forventilation equipment.
d. Low-E glass
We have adopted thermal-insulating, high heatinsulating multi-layered glass (Low-E glass) that
increases the reflectance of far infrared rays andachieves a high heat-insulation performance.
e. CASBEE
We have achieved Rank A certification with CASBEE(Comprehensive Assessment System for Built
Environment Efficiency) as the result of initiatives suchas introducing an energy conservation system.

Contribution to the recovery of the eco-system
Conducting reforestation through volunteer
activities and donations as a partner ofreforestation of Kanagawa Prefecture
To address the global environment from the perspective ofpreservation of biodiversity, we participated in a partnershipprogram of reforestation of Kanagawa Prefecture and initiatedrelated activities in April 2011.
In October 2017, the sixth reforestation activity was heldin the prefectural forest by Tanzawa Lake. Participants
included 26 executives and employees from Head Office,Tokyo Branch and Yokohama Branch, and with the
instructions from the Kanagawa prefecture certified forest
instructor and the support from the Prefectural Water Source
Environment Conservation Division, we performed tree
thinning works and took a walk along the mountain trails.
Participants were divided into four groups, and inaccordance to safety instructions, they thinned trees byhand.
During lunch time, the instructor gave a talk on nature
conservation, which helped participants increase theawareness of environmental issues.

Participants

We are using the electric car i-MiEV
manufactured by Mitsubishi Motors Corporation.
As one measure under the Environmental Voluntary Plan
that the Company formulated, we are using electric carsthat emit no CO2 exhaust for some of our company
vehicles. When introducing electric cars, we consider
the use of various subsidies for electric cars and thecompletion status of the relevant infrastructure including
high-speed charger equipment for adopting such cars.
In fiscal 2017 vehicles came up for renewal as well,following the revision in the number of company vehicles
in use, the number of vehicles decreased, but 23 electricvehicles are now in use in our head office and allbranches.
Web

Walking along the mountain trails

The data on the status of using electric cars can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Thinning works

Mitsubishi Logistics

Environmental and Social Report 201825

Fulfillment of Sincere and Fair Business Activities
We earn trust from society by fulfilling our responsibilities regarding ethicalactivities. By conducting fair and open competition in our activities, we canshowcase our compliance to society.
To fulfill our sincere and fair business activities, we recognize the issues ofappropriate management of information and compliance with laws andregulations such as the Act against Delay in Payment of Subcontract
Proceeds, etc. and the insider trading prevention law and strive to establish
a foundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition
We conduct training concerning compliance with
the Act against Delay in Payment of Subcontract
Proceeds, etc. and the prevention of insider trading.
In March 2018, we conducted training concerning the Act
against Delay in Payment of Subcontract Proceeds, etc.,
covering the Company and its domestic Group companies. A
total of 1,890 employees who are in charge of implementing
the aforementioned Act and related associates from eachdivision attended the training and learned the purpose of thelaw, the scope of applications, responsibilities and prohibited
matters using related questions on our Web site. In February
2018, we conducted training related to the prevention of
insider trading for a total of 50 newcomers and verified theirunderstanding using related questions on our Web site.
Web

Actual performance data of the training concerning thoroughcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. and prevention of insider trading can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

We focus on information security toprovide high-quality and secure services
for customers.
To provide the best services for our customers, the Company
formulated various rules related to information systems. We
have disseminated our information security policy to all
executives and employees.
To ensure the smooth business activities of the Company,
we formulated specific compliance matters as to the use andmanagement of our in-house network. Also, we appoint a
LAN manager from each branch’s information system section
and OA promotion staff from the relevant section of eachdivision that uses the network, ensuring safety and theeffective use of our in-house network.
In fiscal 2017, we conducted a web-based questionnairewith regard to information security in August 2017 (answered
by 1,709 persons from the Company), and in September
2017 (1,562 persons from Group companies) thereby raising
the awareness of information security among the cumulative
3,271 people who answered the questionnaire.
Furthermore, in fiscal 2017, as a measure against cyber-

26

Mitsubishi Logistics

Environmental and Social Report 2018attacks via e-mail (targeted e-mail virus attacks), we
conducted training and education on cyber-attacks for
executives and all employees, and raised their awareness of
information security in daily operations.
Web

Actual performance data on execution of questionnairewith regard to Information Security can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Management of Information Security
1. Security of customer information (personal
information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations, obligationof compliance with regulations and penalties
5. Management of information assets
6. Formulation of security measure standards(Development standard, management standard,outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

Management of Network Security
1. Management of connection to ML-net (In-housenetwork)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

Also, part of the operations of the Tokyo Branch trunk
room office and Dia Systems Corporation (our subsidiary todevelop and manage our information system) both acquired
ISO27001 certification, an international information security
management system standard, and receive periodic
evaluation by a certifying organization-approved third-party
organization, thereby attesting to our efforts to improve ourinformation security.

Provision of Safe, High-Quality
and Useful Services
To fulfill our mission as a logistics and real estate business operator relied
on by society, we intend to promote measures to focus on disasters tocontinue to provide socially and environmentally useful and high-quality
services and maintain service functions even during emergencies.

Provision of socially and environmentally
beneficial high-quality services

complete operational documents and share information
on various measures. We will continue to aim toenhance customer satisfaction.

We will continue to promote the improvement ofquality, aiming to be a company that enhances
the quality of our customers’ products.

Each operating site and affiliated company
conducts specific quality improvement measures.

The Mitsubishi Logistics Group continues to promote
its various efforts tenaciously to improve the quality ofservices to get acknowledged by customers as aconstantly reliable partner.
We aim for high quality from the customers’
perspective.
To become a corporation that is continuously chosen
by customers, we conduct business activities basedon ideas and actions from the customers’ perspective.
To achieve customer satisfaction, we have broadened
the framework of quality enhancement to include thequality of operations, business duties and thecorporation itself. Moreover, to ensure trust from
customers, we will build on our efforts at ensuring
good quality to become a corporation that can boast“quality” as its strength.
Our Quality Declaration has been disseminated.
We put up an “Our Quality Declaration” notice at each
worksite, distributed the “Our Quality Declaration”
cards to all employees of the Mitsubishi Logistics
Group and explained about it during stratified trainings,
etc., to further disseminate the information. ( Seepage P7: Our Declaration of Quality)
We connect employee satisfaction to customer
satisfaction.
To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable element.
We strive to enhance the motivation of each employee.
We believe that creating a good work environment
where employees can engage in business activities
with confidence and contact customers with a smile
will eventually lead to Customer Satisfaction (CS).

The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposesof maintaining and improving the quality of businessactivities of the entire Division, the Head Office and allbranches have a quality management group. We

To offer high-quality services, the Mitsubishi Logistics Group
conducts daily efforts to improve the quality at each
operating site and affiliated company. The content andresults of such efforts are horizontally developed across theGroup. Some of these measures are as follows.
Measures taken by Dia Buil-Tech Co., Ltd.

Near-miss Case
Studies

Business Improvement Committee

Measures taken at divisions or branches and Group companies
Divisions or Branches
and Group companies

Content of measures

Warehousing and Held meetings attended by managers from all theDistribution
operating bases to share information on improvement
Business Division of quality.
Determined issues on operational procedures by
Tokyo Branchmonitoring the interior of warehousing facilities.
Yokohama
The 4S Activities Promotion Committee patrolled the warehousing
Branchfacilities and made evaluations on each checklist item.
Promoted 4S activities in all work places. The Promotion
Kobe BranchCommittee checked the status of implementation every
month and conducts commendation.
Sairyo Service Compilation of a forklift operating manual, instruction usingCo., Ltd.
the manual, and information sharing of near-miss cases, etc.
KyokuryoConducted a safety patrol inside the premises every
Warehousemonth to prevent accidents, and held hygiene measureCo., Ltd.
meetings to prevent heatstroke in summer.
Shinryo Koun
Provided technical training to improve workers’Co., Ltd.
technical capability.
Mitsubishi Logistics Improved and implemented the human resources
China Co., Ltd.
development system at all the Group companies in China.
ShanghaiCollected accident-related information at each division
Linghua Logistics and department, analyzed the tendencies and gave
Co., Ltd.
feedback to all managerial employees.
Yokohama Dia
Collected information on complaints from customers
Building Management through outsourced companies and shared the
Corporation
information at meetings with the tenants.
Striving to improve service quality by establishing the
Dia Buil-TechBusiness Improvement Committee and conducting
Co., Ltd.
improvement proposal activities
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Environmental and Social Report 201827

Provision of Safe, High-Quality and Useful Services

We held a forklift competition in
Shanghai.
Shanghai Linghua Logistics Co., Ltd., which isengaged in the warehousing and transportation
business, held a competition for its workers on Sunday,
April 23, 2017, where they competed to demonstrate
their forklift driving skills. About 50 participants,
including from the head office administration
departments, actively took part in the competition,
enabling workers to reconfirm basic forklift operations.
It was an extremely meaningful event from theperspective of accident prevention, and also gave
participants a great deal of opportunity to cultivate
mutual friendships.
Going forward, we will take initiatives to prevent
accidents, and aim to improve quality.

We commend improvement activities thatwill lead to service quality improvement
and streamlining of business processes.
The Company introduced a commendation system for
improvement activities with an aim to vitalize thevoluntary improvement activities in July 2016. Under
this system, each group sets its own theme, performs
improvement activities based thereon, and the award isgiven once a year to the group that particularly
contributed to the service quality improvement andstreamlining of business processes.

In addition, as the system is open to anyone who
engages in the Company’s business including
suppliers, it is designed to enable each worksite andteam to come together and join the improvement
activities.
In the second half of fiscal 2016, 42 groups (314people) participated and in fiscal 2017, 48 groups (286people) joined the activities. In fiscal 2018, we are
expanding the scope to include affiliated companies,
and expect even more groups to participate. Theirwide-ranging themes included not only the activities
within warehouses such as review on the operation
flow lines and improving storage efficiency, but also
business improvement and streamlining of clerical work
in offices.
The administrative side of this system provided
support as needed to help each group thoroughly
analyze problems, identify the causes and perform
efficient improvement activities.
Although being small, by continuing company-wide
efforts, the activity may produce great results. To havethe improvement activities ingrained in our corporate
culture, we will operate the system while sharing
activity examples in the Group with the use of aninternal database and in-house journal.

VO I C E

Reflection on the Forklift Competition
Liang Jun Chang
Manager, Equipment Dept., Shanghai
Linghua Logistics Co., Ltd.

On Sunday, April 23, 2017, we held aforklift competition at our head officewarehouse. The themes of the competition this time
were skill and safety, but we also added elements tomake it fun for the contestants by including work basedon actual warehouse operations, such as carrying balls
filled with water and intersecting with other forklifts.
Company executives, including general managersof the company, gave speeches at the beginning of thecompetition, and we also received greetings from theforklift manufacturers who sponsored the event. A totalof 70 competitors participated in the individual andgroup categories, filling the venue with excitement asthey waged their fierce battles. The event was a great
success, culminating in the top three prize winners
receiving their awards at the end of the competition.
As a result of the competition, the forklift operators
became enthusiastic about improving their skills, andtheir teamwork also became stronger. The event also
attracted the attention of China’s online media, including
people.cn and NetEase, which helped boost thecompany’s image. (Group company of Mitsubishi
Logistics Corporation)

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Improvement activities (Fukuoka Branch)

To further improve the quality of logistics operations, we
adopted the G-MIWS (a new information system related towarehouse storage operation and delivery center operation).
With the aim of providing a high-quality logistics service
integrating nationwide and overseas logistics, theCompany has developed G-MIWS (Global Mitsubishi
Intelligent Warehouse System), a new warehousing anddistribution center system, and completed its
installation at all domestic locations.
The “G” of “G-MIWS” signifies “global,” aiming to
expand the Company’s logistics business to integrate
nationwide and overseas logistics, which was includedin the Basic Policy of the Management Plan. Our
system is available in English and Chinese for overseas
use and is designed to be effective in standardizing
operations, improving service quality and reducing
costs. By exporting various types of logistics-relateddata, we will analyze operations, formulate sales
strategies, provide useful information for customers’
decision making in a timely manner and provide evenhigher-quality logistics services than ever to fully
support customers’ business development from the
aspect of logistics.

VO I C E

Reflection on Improvement Activities
Shohei Takasawa
Harbor Transportation Dept., Fukuoka Branch

For the improvement activities for which I acted
as a leader, we made improvements to theworkplace environment at Tosu Warehouse,
where I was assigned, and worked to ensure that it became awarehouse where the office staff and the workers could work with asense of security. At first glance, it appeared to be clean, and safety
rules, including forklift speed limits, seemed to be displayed in order
within the warehouse. But going around the warehouse and carefully
identifying areas to be improved contributed to the creation of a moresecure and safe environment.
Additionally, because the office staff and the workers all came
together to work on the improvement activities, communication in theentire workplace improved and work efficiency also improved as aresult of the active exchange of opinions.
Although I was a newcomer, by acting as a coordinator for the
improvement activities, I was able to ascertain the detailed operations
taking place within the warehouse with my own eyes. From now on, I
would like to utilize this experience to undertake my work with anawareness of making improvements.

VO I C E

Initiatives Following theInstallation of the G-MIWS System
Yosuke Arakawa
Information Systems Development
Dept., Information Systems Div.

We completed the installation of G-MIWS at all 46 locations insummer 2017, and are currently engaged in follow-up work for users.
For these follow-up activities, we are promoting the more effective useof G-MIWS by introducing optimum functions for users’ operations
and explaining the effective usage of the system.
At the same time, we aim to improve the level of service andensure greater work efficiency by reviewing the operations of each
office based on past improvement cases and know-how, etc., and bystandardizing operations across all offices.
Even when we engage in work that we normally take for granted,
there are more than a few cases where efficiency can be further
increased by approaching the work from a different angle.
Going forward, I would like to explore the possibilities for further
improving work efficiency using G-MIWS together with everyone in
our office.

Promotion of disaster measures tomaintain service functions

minimize human and material damage that affects corporate
management and restore the normal operational structure
quickly. Especially, with an
aim to become disasterresistant in software andhardware, we havedeveloped “DisasterResistant and Eco-Friendly
Warehouses,” “DisasterSeismic isolation equipment of theResistant and Eco-Friendly
Disaster-Resistant and Eco-Friendly
Office Buildings.”
Warehouse (Seishin Distribution Center, Kobe)

To fulfill our corporate social responsibility, we intend to:
1. Ensure the safety of employees, their families andrelated people;
2. Preserve corporate facilities (e.g., the Company’s warehouses,
buildings and facilities) and the freight received; and3. Strive to quickly restore and continue operation.

To respond to trust in our corporation from society, we will:
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local communities.

Conducted training for earthquake
measures
During February and March 2018, we conducted training forearthquake measures at the Nagoya, Osaka and Fukuoka
branches. The training was based on a scenario reflecting thecharacteristics of a large-scale earthquake expected to cause
major damage to the locations of each branch. It considered
the initial response, mainly during the period from theoccurrence of the earthquake until the following day, andconfirmed aspects such as the timely and appropriate
verification and reporting of the damage situation,communication between branches and offices, the role ofeach branch and office, and the centralization of information.
Web

Implementation performance data from the training forearthquake measures can be viewed on Mitsubishi
Logistics’ Web site in the “Extended Version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended Version

Training for earthquake measures

Nagoya Branch

Osaka Branch

We are working on crisis-preventive measures and measures tofocus on crises promptly and effectively in case of such occurrence.
The basic purpose of our crisis management measures is topredict various crises that can seriously affect corporate
management, prevent such crises and, in case ofoccurrence, focus on the crisis quickly and effectively to

Fukuoka Branch

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Environmental and Social Report 201829

Provision of Safe, High-Quality and Useful Services

VO I C E

Reflection on the Training
for Earthquake Measures
Wataru Hasegawa
Sakurajima No. 2 Office, Osaka Branchcommunication system with local fire stations andconduct periodic fire drills every year in preparation forthe occurrence of fire. Through continuing suchmeasures and initiatives, we will strive to provide highly
reliable services for our customers.

I participated in the training so that I
would be able to make an appropriate initial response in
the event of a large-scale earthquake.
During the training, the situation changed moment by
moment and I was overloaded with the gathering andreporting of information. I found that in a situation wheretime and methods of communication are limited, it is very
difficult to get an overall picture of what is happening andto respond calmly. As well as verifying the issues that I
learned from this training, I want to focus on my daily
duties with a constant awareness of disaster prevention.
Fire prevention patrol

Reinforcing the emergency and disastermeasures system
As an emergency measure, we implemented largescale disaster measure training with mandatory
employee participation. The training involved use of amobile phone safety confirmation system, going or
coming to a work site by walking and checking
restoration procedures from disaster damage, etc.
In addition, communication training on the use oftransceivers was conducted monthly in the Group
companies to acquire the knowledge of its use, so as
to strengthen the disaster measures system.
Moreover, by increasing the number of offices
implementing the Earthquake Early Warning system,
we strive to promptly collect information needed toensure employees’ safety.

Fire drill

Transceiver (MCA radio)

Earthquake Early Warning System

Taking measures to prevent fire andrespond to the occurrence of fire.
In February 2017, a fire took place at the warehouse ofa major mail order company. The warehouse was forin-house use, and was not a commercial warehouse as
stipulated in the Warehousing Business Act. However,
all the commercial warehouses received a heads-up
from the Ministry of Land, Infrastructure, Transport andTourism that governs the warehousing industry. The
Company, even before this incident, had been
conducting thorough employee education, enhancing
security, and, upon constructing a warehouse, taking
fire preventive measures from the aspects of structureand facility. In addition, we have established a constant30

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Environmental and Social Report 2018

We are strengthening our information system crisis
management structure to focus on disasters and other crises.
To ensure continuous use of the information systemeven during an emergency, we established a disastercountermeasures center in the Kansai region to backup data and implemented a duplicate information
system for our in-house network and the Internet
environment. In addition,
the Company has
formulated a manual
focused on information
system disasters andother measures ascountermeasures taken
during operation of such
systems against
information system
Disaster countermeasure center in
accidents and failure.
the Kansai region

The Company’s 11 facilities are support/relief goods logistics base facilities
designated by the Ministry of Land, Infrastructure, Transport and Tourism.
The Ministry of Land, Infrastructure, Transport and Tourism, learningfrom its reflection on the Great East Japan Earthquake, held anadvisory conference from September to December 2011, attended
by experts, logistics business operators and people related toindustry organizations, among others, to compile the “Basic concept
on the support/relief goods logistics system,” which aims for theefficient and smooth delivery of support/relief goods to afflicted areasat the time of a disaster.
The General Manager of the Warehousing and Distribution
Business Division of the Company assumed a position as acommittee member representing warehousing business operators,
requested by the Ministry, and actively commented from theperspective of a warehousing business operator. These discussions
concluded with the shared recognition that for the delivery of
support/relief goods at the time of a disaster, it is essential to fully
utilize the expertise and facilities of private logistics operators.
In fiscal 2011, 395 private facilities nationwide, mainly in the
Kanto, Tokai and Tonankai regions, where a large-scale earthquake
is foreseen in the near future, were designated as support/relief
goods logistics bases, including the Company’s seven facilities
located in the Kanto, Tokai and Hanshin regions. In fiscal 2012, twoother facilities of the Company (in Fukuoka and Saga) were newly
designated as relief supplies and material facilities.
In fiscal 2013, two other facilities of the Company (both in Aichi
Prefecture) were newly designated as relief supplies and material
facilities which brought the number of the Company’s facilities to 11.
We will thoroughly prepare to fulfill our public role as a warehousingbusiness operator so that each of the designated facilities of theCompany can function well during a future large-scale disaster.
Web

Data on our 11 facilities designated as support/relief
goods logistics base facilities can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

By creating a reliable communication system for use in disasters,
we are endeavoring to gather the information required in the event ofan emergency so that tenants of the buildings can use it withconfidence.

In-house firefighting crew for our leased buildings
received commendation by a fire station
Dia Buil-Tech Co., Ltd., a management company for the Company’s
leased buildings, is working to strengthen and enhance the disasterprevention system companywide. Every year the company participatesin the In-house Firefighting Review Committee, whose role is toimprove the results and techniques of in-house firefighting activities at
operating bases. Last year, the Review Committee awarded a prize tothe security team at Nihonbashi Dia Building, which won the title forthe third consecutive year, while their women-only security team camein second in the women-only category. Tokyo Dia Building won in the
security services category and was runner-up in the non-specificapplications category. MCC Mitaka Building was runner-up in the type1 fire hydrant (firefighting planning crew) category.
In the future, we are committed to giving the building owners andtenants a sense of safety and security by continuing trainings in
preparation for disasters.

Tokyo Dia Building In-house
Firefighting Crew

Review Committee (MCC Mitaka
Building)

VO I C E

Actively Participated in the In-house
Firefighting Crew Competition
Hiryu Machida
Nihonbashi Dia Building Management
Office, Dia Buil-Tech Co., Ltd.

Daikoku Warehouse B, Yokohama
BranchRokko Warehouse E, Kobe Branch

Creating a disaster communication
system in our building leasing business
Until now, emergency communication between the leased building
management offices in the Tokyo metropolitan area and theCompany, and emergency communication between those offices
and Dia Buil-Tech Co., Ltd. head office, which is a managementcompany for the Company’s leased buildings, utilized a telephone
communication network. However, based on the assumption that
telephone lines become overloaded during large-scale emergencies,
we introduced the Disaster Information Communication System(D-DICS) jointly with Dia Buil-Tech , using Internet networks that are
not prone to overloading even during emergencies.
(Started operation in September 2017, initially covering 24 leased
buildings in the Tokyo metropolitan area.)

What is important with in-house firefighting when a disasteroccurs is how quickly the initial response can be made, andwhether the firefighting crew can grasp the state of the fire
and any human casualties, minimize the damage, and handthe situation over to the professional firefighters.
For this reason, management office staff train daily in caseof an emergency.
The In-house Firefighting Crew Competition, which
demonstrates the results of the trainings, looks at what
happens from the time the crew rushes to the scene assuming
a disaster has occurred, to when it hands the situation over tothe professional firefighters. The in-house firefighting crew of
the Tokyo Dia Building Management Office, of which I was apart, was able to place second because we were able todemonstrate what we had learned in our daily training.
Going forward, I will continue my training and would liketo undertake my duties with an awareness that we ourselves
are protecting the buildings we manage and the tenants insidethem. (Group company of Mitsubishi Logistics Corporation)

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Environmental and Social Report 201831

Coordination with Local Communities
and International Society
To contribute to the development of local communities and internationalsociety, we must focus not only on the site where our business base is locatedbut also understand our relationship with society and recognize our common
interests with society.
To maintain harmonious relationships with local and international societies, wewill contribute to cultural activities and health services and make donations.

Contribution to cultural activities
We conducted a charity auction and acharity fair.
At the Yokohama Bay Quarter, the Company’scommercial real estate facilities in Yokohama, we held
our charity fair on Sunday, August 20, 2017. On thiseighth charity fair, popular traditional fair games suchas shooting games and yo-yo fishing were enjoyed bythree generations of people.
The event has become a regular occurrence in theschool summer vacation season and is gaining
popularity every year among the families who live in thecommunity. This year, revenues from the event
exceeded the previous year’s, and were donated to theGreat East Japan Earthquake relief fund via theJapanese Red Cross Society. We will continue to holdthe events that can entertain visitors, aiming to make afacility indispensable to the regional community.

HIDENOBU ARAKI (hollyhock.inc)

co-hosted a marathon race with the U.S. forces. In“Yokohama North Dock SAKURA RUN” held in April
2017, and in “Yokohama North Dock FALL RUN” held
in November 2017, over 1,000 runners joined each
event, thereby deepening our cooperation with thelocal community through sports. We aim for ourfacilities to coexist with local communities through suchinitiatives in the future as well.

Running club event

Contribution through activities inlocal communities, etc.
We conducted tree planting events in
China and Thailand.

Charity fair

Cooperating with the local community
through sports.
At “Yokohama Bay Quarter,” as its facility storefront
falls on the starting point of “Yokohama Marathon,” acivic marathon, we have hosted a monthly running club
event since September 2014 with the aim ofcontributing to the local community and bringing
excitement to the marathon event. In 2017 that marked
the fourth year of this event, the “lunch club,” which
was a new project we started whereby all of theparticipants ate lunch together at the restaurant in thefacility after the training session, proved popular andhad about 50 civic runners participate every month.
In addition, through this club operation, “Yokohama
North Dock” U.S. Army base also situated in
Kanagawa-ku of Yokohama City contacted us, and we

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As part of our CSR activities in China, a tree planting
event like last year was conducted on Saturday, March
3, 2018, in collaboration among Mitsubishi Logistics
China Co., Ltd., Shanghai Lingyun Global Forwarding
Co., Ltd., Shenzhen Lingyang Global Forwarding Co.,
Ltd., Shanghai Branch, Shanghai Linghua Logistics
Co., Ltd., and Fuji Logistics (China) Co., Ltd.
Also in China, Beijing Global Express Co., Ltd. helda tree planting event on Thursday, May 4, 2017.
As part of our CSR activities in Thailand, tree
planting activities were conducted on Saturday,
October 28, 2017, as part of the program for theannual company trip hosted by Mitsubishi Logistics
Thailand Co., Ltd. A total of 135 employees of thecompany joined the activities.
These events helped the employees and theirfamilies in each country to understand the significanceof making a social contribution and enhance theirenvironmental awareness, and provided an opportunity

outside work for them to interact with each other tobuild friendships.

We are cosponsoring Diamond Cup Golf
as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which contributes to local communities and helps
nurture junior golfers through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as
one of the participating companies.

Tree planting in Beijing

Installed flower beds in the greenbelt
near the Nagoya Station

Tree planting in Thailand

We conduct social contribution activities as amember of the Mitsubishi Group and participate in
the Mitsubishi Social Contribution Liaison Council.
As a social contribution activity within the MitsubishiGroup, we donate to academic and charitableenterprises and conduct various volunteer activities.
Also, as a member of the Mitsubishi Social Contribution
Liaison Council made up of the companies within the
Mitsubishi Group, we report on our related activities
and exchange information.

Our Nagoya Branch responded to the request from the
Meieki Development Council, made up of landowners
around Nagoya Station, to install flower beds to liven
up and bring color to the front of the Nagoya Station
owned by Nagoya City.
Since fiscal 2011, we have been contributing to thebeautification of the environment in front of the Nagoya
Station by planting flowers two times a year in spring
and autumn.

The flower bed in spring/autumn<Contents on the signboard of
the flower bed of hospitality>
This flower belt is managed by
the help of flower supporters
with the aim of creating acommunity with lots of flowerycolors.

VO I C E

Reflection on Tree
Planting Activities
Man Huanhuan
Human Resource & General Affairs
Dept., Beijing Global Express Co., Ltd.

As a company welfare event, 19 employees of the company
participated in tree planting activities at Happy Valley in the
Huairou District in Beijing on Thursday, May 4, 2017.
Unfortunately, it was a day of a heavy yellow-sandstorm but we worked in pairs, sweating as we used ashovel by turns to dig the ground and carefully plant theseedlings. We cannot wait for these seedlings to quickly
grow to become large, leafy trees that enrich the hearts of
the local people.
Beijing is proactively promoting greening as a way to
improve the natural environment, and there are many
places where these kind of events are taking placethroughout the suburbs. This was one such activity, and I
think that it was a good opportunity for each and every oneof the participants to understand the significance of making
a social contribution and acquire that awareness. (Group
company of Mitsubishi Logistics Corporation)

The flower bed of hospitality

Nihonbashi Dia Building received the
BCS Prize
Nihonbashi Dia Building received a special award in the 58th
BCS (Building Contractors Society) Prize sponsored by theJapan Federation of Construction Contractors, the awards
ceremony for which was held on November 17, 2017. The
business planning, the design, works and completion of thebuilding, as well as the maintenance management that
followed ensured the continuity of the landscape and history
by preserving and reproducing the former Edobashi Building,a historic architecture selected by Tokyo Metropolitan
Government, and this led to the high acclaim.
The BCS Prize is an award given to recognize excellent
domestic buildings, and was founded in 1960. Tokyo Tower
and the Kasumigaseki Building are among past recipients,
and in 2012, the Company won the award for Yokohama Bay
Quarter and Yokohama Dia Building.
Mitsubishi Logistics

Environmental and Social Report 201833

Coordination with Local Communities and International Society

Received commendation by Kyoto City as a Contributing
Business Operator to the Upgrade of the Kyoto Region.
Management by the Osaka Branch of DIACREST KYODAIKUMANO (Sakyo Ward, Kyoto City), a dormitory for Kyoto
University staff, has been recognized as playing a roleconnecting dormitory residents with the region, thereby
contributing to the formation of local communities, and in
March 2018 it received commendation by Kyoto City as aContributing Business Operator to the Upgrade of the Kyoto
Region.
Members of the local residents’ association thatrecommended the Company attended the awards ceremony,and the certificate ofcommendation waspresented by the Mayor of
Kyoto.
We will continue tocontribute to the formationof local communities
through these types of
initiatives.
The awards ceremony

DIACREST KYODAI-KUMANO

Harborland Day was held at Kobe
Harborland
In the Kobe Harborland district, where “Kobe Harborlandumie,” the Company’s commercial real estate facility in
Kobe, is located, we hold a street market and otherevents under the name “Harborland Day” every year inAugust. Together with everyone involved, the Company
makes it a day of fun for the entire district.
On the 2017 Harborland Day (August 11 and 12),which was the ninth such event, we held the Harbor
Bon-Odori Dance for the first time as part of the 25thcommemoration of Harborland in its plaza. On the day,the “HARBOR Ondo,” a song for Bon Odori createdespecially for this day, was performed for the first timeand many visitors enjoyed dancing to the music. We
also organized food stalls with residents in theneighborhood condominiums as a way of interactingwith the local residents.
Harbor Bon-Odori Dance was enjoyed by many
people and we decided to hold the event again in 2018.
We will continue to contribute to the rejuvenation of theregion together with local related parties and the local
residents.

34

Mitsubishi Logistics

Environmental and Social Report 2018

Bon-odori dance

A human life was saved using an AED at
Kobe Harborland umie
On the evening of November 2, 2017, a customer
suddenly collapsed while shopping at Kobe Harborlandumie after suffering cardiopulmonary arrest. A security
guard of Kobe Dia Maintenance Co., Ltd. (Group
company of Mitsubishi Logistics Corporation), who wascontacted by a tenant employee who noticed thatsomething was wrong, worked with some nearby
visitors to conduct cardiopulmonary resuscitation using
AED. After then being treated by rescue crews, thecustomer survived.
This rapid initial response was recognized by Kobe
City, which presented the Hanadokei Award, a citizen’s
award of Kobe City, to umie and other related parties.
We have been holding regular life-saving trainings
for security guards, tenant employees and others
involved in the building
management at umie since its
opening. In the future, we willcontinue to use the trainings toteach the method of using AED andto deepen the understanding ofcardiopulmonary resuscitation, andwork to create facilities that
customers can use withconfidence.
Certificate ofcommendation

Award ceremonyVO I C E

Lifesaving Using AED
Protected a Customer’s Life
Katsumi Uchida
General Manager, Security Dept., Kobe
Dia Maintenance Co., Ltd.

Since many customers visit Kobe Harborland umie, where
the company is in charge of security services, we work
hard on our daily operations to provide safety and security.
On this occasion we were able to successfully savethe customer’s life by using one of the AEDs, and I feel thatthe ability of employees to respond as a result of the
in-house trainings, onsite training, and fire drills, has led tothe protection of the customer’s livelihood.
Knowing that the customer’s life was saved as a resultof this rapid sequence of cooperation that started when
the security guard who was contacted by the managementcompany rushed to the scene, checked the customer’s
condition, used the AED and requested an ambulance,
gives me the greatest happiness.
In addition to the commendation from Kobe City, thecompany’s security guards who performed the life-saving
treatment also received the Chairman Award from theHyogo Prefecture Security Business Association.
Going forward, we will continue in our aim to improve
the quality of security guards as we strive for the safety
and security of facilities. (Group company of Mitsubishi
Logistics Corporation)

We participate in local cleanup
activities.
Our operating bases nationwide also participated inlocal cleanup activities voluntarily. In addition, ourOsaka Branch participated in the local blood donation
activities together with our customers in spring andautumn. We will strive to contribute to the local
communities by continuing these activities.

Cleanup activities at the Head Office

We hold radio exercise events at
Yokohama Bay QuarterAt the Yokohama Bay Quarter, the Company’scommercial real estate facilities in Yokohama, for eightdays during the school summer vacation season in
August, radio exercises were held at the main plaza.
2017 marks the fourth year of organizing this event, allmanaged by employees of Yokohama Dia Building
Management Corporation. Despite the early start at 7
o’clock in the morning, the number of participants haveincreased year by year, including senior couples living
close by, small children with their parents before work.
We had more than 450 people attend over the eightdays this year. In the future, we would like to bringfurther excitement to the region as a shopping mallclose to the community.

Blood donation activities at Osaka BranchRadio exercises

Mitsubishi Logistics

Environmental and Social Report 201835

Statement Supporting
the UN Global Compact
The Group promotes its CSR activities pursuant to the UN Global
Compact’s 10 principles.

Practice of the UN Global
Compact’s 10 principles
The Group agreed to adhere to the UN Global
Compact (hereinafter “UNGC”) and endorsed approvalin May 2014.
The UNGC is a voluntary
corporate responsibility
initiative for businesses thatare aiming for sustainablegrowth as a responsible
member of society. The UNGC
asks companies to voluntarily
participate in creating a global
framework to take creative
leadership.
At the World Economic Forum in Davos,
Switzerland, in 1999, Kofi Annan, then SecretaryGeneral of the United Nations, proposed thatcompanies should observe the 10 principles in theareas of human rights, labor, the environment andanti-corruption to solve various problems that could
occur due to internationalization and the global
expansion of businesses. In July 2000, the UNGC waslaunched at the UN Headquarters in New York. As of
May 2018, approximately 13,000 companies andorganizations around the world were members of
UNGC.
Based on its “Code of Conduct,” the Group will
strive to practice the UNGC’s 10 principles as a goodmember of international society.

UNGC’s 10 principles

Human
RightsGlobal Compact Network Japan’s Web site

http://www.ungcjn.org/index.html

36

Mitsubishi Logistics

Environmental and Social Report 2018

Principle 2: Make sure that they are notcomplicit in human rights abuses.
Principle 3: Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining;Labor

Principle 4: The elimination of all forms offorced and compulsory labor;
Principle 5: The effective abolition of childlabor; andPrinciple 6: The elimination of discrimination in
respect of employment andoccupation.
Principle 7: Businesses should support aprecautionary approach toenvironmental challenges;

Principle 8: Undertake initiatives to promote
greater environmental
Environment
responsibility; andPrinciple 9: Encourage the development anddiffusion of environmentally friendly
technologies.

Anti-Corruption

Web

Principle 1: Businesses should support andrespect the protection ofinternationally proclaimed humanrights; andPrinciple 10: Businesses should work against
corruption in all its forms, including
extortion and bribery.

Company Profile (As of March 31, 2018)
Company name

Mitsubishi Logistics Corporation

Head OfficeNihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue (fiscal 2017)

Consolidated: ¥215.4 billion Non-consolidated: ¥148.6 billion

The number of employeesof the Mitsubishi
Logistics Group

4,463(excluding 51 workers on leave to work outside the Group, 1,306 temporary staff and 1,198
employees on loan/dispatched from outside the Group)

The number of
employees of theCompany891(excluding 140 employees on leave to work for other companies, 122 temporary staff and 594
employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.

Companies in thescope ofconsolidation

Consolidated subsidiaries (51 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V.,
Fuji Logistics Europe B.V., Mitsubishi Logistics China Co., Ltd., Shanghai Linghua Logistics Co., Ltd.,
Shanghai Qingke Warehouse Management Co., Ltd., Shanghai Lingyun Global Forwarding Co., Ltd.
Fuji Logistics (China) Co., Ltd., Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, P.T. Dia-Jaya Forwarding Indonesia, Fuji Logistics Malaysia SDN.BHD.,
Dia Buil-Tech Co., Ltd., Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Maintenance Co., Ltd.,T’ACT Co., Ltd.

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited

Financial Data
Business results (Consolidated)
Operating revenue
250
208.7

(Unit: ¥billion)

Operating income

Ordinary income

15

20

215.4

12.7

200

12

150

9

100

6

Assets (Consolidated)
Total assets
500
435.3

12.4

16.0

16.1

15

(Unit: ¥billion)
Net assets

463.1

300

294.5
276.8

250

400

200
300
10

150
200
100

3

50

0

5

2016

2017 (fiscal year)

0

2016

2017 (fiscal year)

0

100

2016

2017 (fiscal year)

0

50

2016

2017(fiscal year)

0

2016

2017(fiscal year)

CSR·Compliance Team, General Affairs Division
Nihonbashi Dia Building
19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Extended version

Promotion of CSR

The following are some data related to the Mitsubishi Logistics Environmental and Social Report 2018, which was collected at theend of fiscal 2017.

Environmental conservation
Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business
Harbor transportation
business

Fiscal 2015

Fiscal 2016

Fiscal 2017

Thousand m2 <Floor area>

1,424

1,439

1,444

Thousand t-CO2

34.1

35.0

33.9

kg-CO2/m2

23.9

24.3

23.5

Thousand tons <Handling tons>

28

18

44

t-CO2

7

8

9

246.8

440.3

203.2

kg-CO2/thousand tons

Overland transportation
business

Million km <Total transportation distance>

3.9

4.4

4.1

Thousand t-CO2

3.5

3.8

3.6
881.4

kg-CO2/thousand km

Real estate business
CO2 emissions

889.3

861.5

Thousand m2 <Operational area>

716

710

681

Thousand t-CO2

41.1

40.4

38.4

kg-CO2/m2

57.4

56.9

56.3

Thousand t-CO2

78.7

79.2

75.9

Environmental conservation data (by usage, by emission type)
Water use (water supply, sewage)

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
960
1,000

(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

150

75

919

851

138

137

134

750

150

500

100

100

250

50

50

0

2015

2016

2017 (Fiscal year)

0

2015

2016

2017 (Fiscal year)

99.0

104.0

0

2015

2016

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

78.7

79.2

75.9

3

50

2

25

1

0

2015

2016

2017 (Fiscal year)

73.7

69.5

50

2017 (Fiscal year)

0

Logistics
Real Estate
IR
CSR
Other
Total

Unit: case
Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
2
2
6
0
0
1
5
5
8
3
3
2
4
5
3
14
15
20

2.1

2.0

2015

2016

2017 (Fiscal year)

0

2015

2016

2017 (Fiscal year)

0

2015

2.3

1.9

2016

2017 (Fiscal year)

Check on status of compliancewith Code of Conduct
In-house
Domestic Group companies
Overseas Group companies
Total

Status of using electric cars (units introduced)

EmissionsFiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016
standard
Tokyo Dia Buildings 33,531
26,607
24,41929,82028,170Total numberof cars in use

Eitai Dia Building

10,132

5,341

5,227

6,508

6,119

Ohi Cold Storage Office
Total
Reduction

4,394
48,0573,620
35,56812,4893,100
32,74615,311

2,197
38,5259,532

2,197
36,486
11,571* Note Erroneous figures of the number of units introduced in Fiscal 2014 and the numbers of cars
used in Fiscal 2014, Fiscal 2015 and Fiscal 2016 in the previous reports have been corrected.

Leakageamount

1,426
1,869
3,295

1,416
2,684
79
4,179

1,421
2,745
81
4,247

1,499
2,671
74
4,244

Number of persons participated in human rights enlightenment course
Unit: persons
for dissemination of awareness of human rights
Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
Human rights
enlightenment course

48

49

53

Number of persons participated in compliance lecture for prevention
Unit: persons
of insider trading

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
44
49
50

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
757
757
801
1,143
1,047
1,019
1,900
1,804
1,820

In-house
Domestic Group companies
Total

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
Twice
Twice
Twice
2,978
2,887
3,271

Provision of Safe, High-Quality and Useful Services
Number of persons participated in training for earthquake measures

Execution period
Place

Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016 Fiscal 2017
14
19
22
26
26
24
23
(5)
(5)
(3)
(4)
(0)
(0)
(1)

Calculated leakage amount of fluorocarbons

1,458
1,807
3,265

Respect for Human Rights

Number of questionnaires conducted
Number of respondents*Calculation standard
Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the real estate business are
based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of the Company’s major trucking
subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
Business sites for the harbor transportation business were restricted to two places where the Company is in charge of transportation referenced to the Law Concerning the Rational Use of Energy.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy) were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the standard of the Law Concerning the Rational Use of Energy.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.) and by some of theGroup companies.
* Note Erroneous figures of “Waste emissions (tons)” and “Waste emissions (m3)” in Fiscal 2016 in the previous report have been corrected.

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
scale companies CO2 emissions

1,462
1,848
3,310

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements

Number of respondents to information security questionnaire
4.7

Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

In-house

10
5

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements

Organizational Governance

15

1.9

Number of persons participated in awareness surveys aimed at disseminating the corporate
Unit: persons
philosophy and better understanding of CSR and compliance.

Fulfillment of Sincere and Fair Business Activities

25

CO2 emissions

75

100.2

75.3

Number of news releases

Number of participants

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
February,——
March 2018
Nagoya Branch,
Osaka Branch,——
Fukuoka Branch
Total of——around 70

Support/relief goods logistics base facilities
Block

Fiscal 2016

Fiscal 2017

1,027

468

910

Facility name

Tokyo
Kanto

Tokai

Kinki

Unit:t-CO2

Fiscal 2015

BranchKyushuAomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2018

Extended version

Promotion of CSR

The following are some data related to the Mitsubishi Logistics Environmental and Social Report 2018, which was collected at theend of fiscal 2017.

Environmental conservation
Environmental conservation activity data (by business)*Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing and distribution
business
Harbor transportation
business

Fiscal 2015

Fiscal 2016

Fiscal 2017

Thousand m2 <Floor area>

1,424

1,439

1,444

Thousand t-CO2

34.1

35.0

33.9

kg-CO2/m2

23.9

24.3

23.5

Thousand tons <Handling tons>

28

18

44

t-CO2

7

8

9

246.8

440.3

203.2

kg-CO2/thousand tons

Overland transportation
business

Million km <Total transportation distance>

3.9

4.4

4.1

Thousand t-CO2

3.5

3.8

3.6
881.4

kg-CO2/thousand km

Real estate business
CO2 emissions

889.3

861.5

Thousand m2 <Operational area>

716

710

681

Thousand t-CO2

41.1

40.4

38.4

kg-CO2/m2

57.4

56.9

56.3

Thousand t-CO2

78.7

79.2

75.9

Environmental conservation data (by usage, by emission type)
Water use (water supply, sewage)

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
960
1,000

(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

150

75

919

851

138

137

134

750

150

500

100

100

250

50

50

0

2015

2016

2017 (Fiscal year)

0

2015

2016

2017 (Fiscal year)

99.0

104.0

0

2015

2016

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
20

78.7

79.2

75.9

3

50

2

25

1

0

2015

2016

2017 (Fiscal year)

73.7

69.5

50

2017 (Fiscal year)

0

Logistics
Real Estate
IR
CSR
Other
Total

Unit: case
Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
2
2
6
0
0
1
5
5
8
3
3
2
4
5
3
14
15
20

2.1

2.0

2015

2016

2017 (Fiscal year)

0

2015

2016

2017 (Fiscal year)

0

2015

2.3

1.9

2016

2017 (Fiscal year)

Check on status of compliancewith Code of Conduct
In-house
Domestic Group companies
Overseas Group companies
Total

Status of using electric cars (units introduced)

EmissionsFiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016
standard
Tokyo Dia Buildings 33,531
26,607
24,41929,82028,170Total numberof cars in use

Eitai Dia Building

10,132

5,341

5,227

6,508

6,119

Ohi Cold Storage Office
Total
Reduction

4,394
48,0573,620
35,56812,4893,100
32,74615,311

2,197
38,5259,532

2,197
36,486
11,571* Note Erroneous figures of the number of units introduced in Fiscal 2014 and the numbers of cars
used in Fiscal 2014, Fiscal 2015 and Fiscal 2016 in the previous reports have been corrected.

Leakageamount

1,426
1,869
3,295

1,416
2,684
79
4,179

1,421
2,745
81
4,247

1,499
2,671
74
4,244

Number of persons participated in human rights enlightenment course
Unit: persons
for dissemination of awareness of human rights
Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
Human rights
enlightenment course

48

49

53

Number of persons participated in compliance lecture for prevention
Unit: persons
of insider trading

Number of persons participated in compliance lecture for the Act against
Unit: persons
Delay in Payment of Subcontract Proceeds, etc.

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
44
49
50

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
757
757
801
1,143
1,047
1,019
1,900
1,804
1,820

In-house
Domestic Group companies
Total

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
Twice
Twice
Twice
2,978
2,887
3,271

Provision of Safe, High-Quality and Useful Services
Number of persons participated in training for earthquake measures

Execution period
Place

Fiscal 2011 Fiscal 2012 Fiscal 2013 Fiscal 2014 Fiscal 2015 Fiscal 2016 Fiscal 2017
14
19
22
26
26
24
23
(5)
(5)
(3)
(4)
(0)
(0)
(1)

Calculated leakage amount of fluorocarbons

1,458
1,807
3,265

Respect for Human Rights

Number of questionnaires conducted
Number of respondents*Calculation standard
Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the harbor transportation business and the real estate business are
based on the reported values in the Company’s report based on the Law Concerning the Rational Use of Energy.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic unit denominator were calculated for one of the Company’s major trucking
subsidiaries based on the standard in the Law Concerning the Rational Use of Energy.
Business sites for the harbor transportation business were restricted to two places where the Company is in charge of transportation referenced to the Law Concerning the Rational Use of Energy.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Law Concerning the Rational Use of Energy) were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the standard of the Law Concerning the Rational Use of Energy.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.) and by some of theGroup companies.
* Note Erroneous figures of “Waste emissions (tons)” and “Waste emissions (m3)” in Fiscal 2016 in the previous report have been corrected.

Tokyo Metropolitan Environmental Security Ordinance Large
Unit: t-CO2
scale companies CO2 emissions

1,462
1,848
3,310

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements

Number of respondents to information security questionnaire
4.7

Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

In-house

10
5

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements

Organizational Governance

15

1.9

Number of persons participated in awareness surveys aimed at disseminating the corporate
Unit: persons
philosophy and better understanding of CSR and compliance.

Fulfillment of Sincere and Fair Business Activities

25

CO2 emissions

75

100.2

75.3

Number of news releases

Number of participants

Fiscal 2015
Fiscal 2016
Fiscal 2017
achievements achievements achievements
February,——
March 2018
Nagoya Branch,
Osaka Branch,——
Fukuoka Branch
Total of——around 70

Support/relief goods logistics base facilities
Block

Fiscal 2016

Fiscal 2017

1,027

468

910

Facility name

Tokyo
Kanto

Tokai

Kinki

Unit:t-CO2

Fiscal 2015

BranchKyushuAomi Warehouse No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Warehouse
Honjoh Warehouse
Osaka Sakurajima Warehouse No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Warehouse

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2018

Mitsubishi Logistics Corporation Environmental and Social Report 2018

GRI Standards reference table(Lists mainly “Core” options)

General Disclosures
Disclosure
number

Disclosure contents

Reference
page number

Contents

1. Organizational Profile
102-1

a. Name of the organization.

37

Company Profile

102-2

a. A description of the organization’s activities.
b. Primary brands, products and services, including an explanation of any products or services
that are banned in certain markets.

4~5

Introduction ofBusinesses

102-3

a. Location of the organization’s headquarters.

37

Company Profile

102-4

a. Number of countries where the organization operates, and the names of countries where it has
significant operations.

37

Company Profile

102-5

a. Nature of ownership and legal form.

37

Company Profile

102-6

a. Markets served, including:i. geographic locations where products and services are offered;ii. sectors served;
iii. types of customers and beneficiaries.

37

Company Profile

102-7

a. Scale of the organization, including:i. total number of employees;
ii. total number of operations;iii. net sales (for private sector organizations) or net revenues (for public sector organizations);
iv. total capitalization (for private sector organizations) broken down in terms of debt and equity;
v. quantity of products or services provided.

37

Company Profile
Financial Data

102-8

a. Total number of employees by employment contract (permanent and temporary), by gender.
b. Total number of employees by employment contract (permanent and temporary), by region.
c. Total number of employees by employment type (full-time and part-time), by gender.
d.	Whether a significant portion of the organization’s activities are performed by workers who are
not employees. If applicable, a description of the nature and scale of work performed byworkers who are not employees.
e.	Any significant variations in the numbers reported in Disclosures 102-8-a 102-8-b and 102-8-c(such as seasonal variations in the tourism or agricultural industries).
f. An explanation of how the data have been compiled, including any assumptions made.

15
37

Status of employees
Company Profile

102-9

a.	A description of the organization’s supply chain, including its main elements as they relate to theorganization’s activities, primary brands, products, and services.

4~5

Introduction ofBusinesses

102-10a. Significant changes to the organization’s size, structure, ownership, or supply chain, including:i.	Changes in the location of, or changes in, operations, including facility openings, closings,
and expansions;ii.	Changes in the share capital structure and other capital formation, maintenance, andalteration operations (for private sector organizations);iii.	Changes in the location of suppliers, the structure of the supply chain, or relationships with
suppliers, including selection and termination.

11
24~25

12~13
102-11a. Whether and how the organization applies the Precautionary Principle or approach.

102-12a.	A list of externally-developed economic, environmental and social charters, principles, or otherinitiatives to which the organization subscribes or which it endorses.

102-1327~31

Openings of MM2100
Distribution Center inIndonesia and Seishin
Distribution Center in
Kobe
Organizational
Governance
Provision of Safe, HighQuality and UsefulServices36

Statement Supporting
the UN Global Compacta.	A list of the main memberships of industry or other associations, and national or international
advocacy organizations.

−−a.	A statement from the most senior decision-maker of the organization (such as CEO, chair, or
equivalent senior position) about the relevance of sustainability to the organization and its
strategy for addressing sustainability.

2~3

Top Message

6~7

Promotion of CSR

8Corporate governancesystemCSR and Compliance
Committee

2. Strategy
102-14

3. Ethics and integrity
102-16

a. A description of the organization’s values, principles, standards, and norms of behavior.

4. Governance102-18a.	Governance structure of the organization, including committees of the highest governancebody.
b.	Committees responsible for decision-making on economic, environmental, and social topics.

13

Mitsubishi Logistics Corporation

Environmental and Social Report 2018 GRI Standards reference table (Lists mainly “Core” options)Disclosure
number

Disclosure contents

Reference
page number

Contents−

5. Stakeholder engagement102-40a. A list of stakeholder groups engaged by the organization.

−

102-41a. Percentage of total employees covered by collective bargaining agreements.

−

−

7

Seven Principles of Social
Responsibility
Responses to
Stakeholders’ Expectations

102-42a.	The basis for identifying and selecting stakeholders with whom to engage.

102-43a.	The organization’s approach to stakeholder engagement, including frequency of engagementby type and by stakeholder group, and an indication of whether any of the engagement wasundertaken specifically as part of the report preparation process.

−−102-44a. Key topics and concerns that have been raised through stakeholder engagement, including:i.	how the organization has responded to those key topics and concerns, including throughits reporting;ii. the stakeholder groups that raised each of the key topics and concerns.

−

−

8

6. Reporting practice102-45a.	A list of all entities included in the organization’s consolidated financial statements or equivalent
documents.
b.	Whether any entity included in the organization’s consolidated financial statements or equivalent
documents is not covered by the report.

37

Company Profile

102-46a.	An explanation of the process for defining the report content and the topic Boundaries.
b.	An explanation of how the organization has implemented the Reporting Principles for defining
report content.

1

Editorial Policy

102-47a.	A list of the material topics identified in the process for defining report content.

−−

102-48a.	The effect of any restatements of information given in previous reports, and the reasons for such
restatements.

−−

102-49a.	Significant changes from previous reporting periods in the list of material topics and topic
Boundaries.

−−

102-50a.	Reporting period for the information provided.

1

Editorial Policy

102-51a.	If applicable, the date of the most recent previous report.

1

Editorial Policy

102-52a.	Reporting cycle.

1

Editorial Policy

102-53a.	The contact point for questions regarding the report or its contents.

1

Editorial Policy

102-54a.	The claim made by the organization, if it has prepared a report in accordance with the GRI
Standards, either:i. ‘This report has been prepared in accordance with the GRI Standards; Core option’;
ii.	‘This report has been prepared in accordance with the GRI Standards: Comprehensive
option.’−−102-55a.	The GRI content index, which specifies each of the GRI standards used and lists all disclosures
included in the report.
b.	For each disclosure, the content index shall include:i.	the number of the disclosure (for disclosures covered by the GRI Standards);ii.	the page number(s) or URL(s) where the information can be found, either within the report orin other published materials;
iii.	if applicable, and where permitted, the reason(s) for omission when a required disclosure
cannot be made.

−−102-56a.	A description of the organization’s policy and current practice with regard to seeking external
assurance for the report.
b.	If the report has been externally assured:i.	A reference to the external assurance report, statements, or opinions. If not included in theassurance report accompanying the sustainability report, a description of what has andwhat has not been assured and on what basis, including the assurance standards used, thelevel of assurance obtained, and any limitations of the assurance process;ii.	The relationship between the organization and the assurance provider;iii.	Whether and how the highest governance body or senior executives are involved in seeking
external assurance for the organization’s sustainability report.

−−

Reference
page number

Contents−−

Management Approach
Disclosure
number

Disclosure contents

General requirements for reporting the management approach

103-1

a. An explanation of why the topic is material.
b. The Boundary for the material topic, which includes a description of:i. where the impacts occur;ii.	the organization’s involvement with the impacts. For example, whether the organization has
caused or contributed to the impacts, or is directly linked to the impacts through its
business relationships.
c. Any specific limitation regarding the topic Boundary.